Using Data for Recruiting, Development, and Performance Improvement

Attracting and developing human capital is more critical than ever in today’s high demand, low supply talent market.  With the help of data assessments, hiring managers can feel confident that they are making the best decisions about who they are bringing onto their teams. In this episode of The Forward Thinking podcast, host Stephanie Barton, VP of Marketing and Communications at FCCS sits down with a panel of experts to explore the ways that hiring managers can use data to improve employee hiring, development and performance. Valuable hiring advice comes from Jay Lux, Vice President of Leadership & Organizational Development; Angie Coleman, Organizational Development Consultant; and Beth Oliphant, Talent Assessment Manager.  Together they discuss a variety of hiring topics, from the power of utilizing data assessments, the danger of relying on intuition alone, and best practices for employing both qualitative and quantitative data when making hiring decisions that will benefit the individual, the team, and the organization on a whole.  

 

Episode Insights Include:

 

Data is a key element of hiring and employee succession 

• The most important decision a manager can make is who is on their team. 

• Data utilization offers a way to strategically determine next hires. 

• Hiring is the critical first step, investing in growth is equally important in employee success. 

• Data can assist in better understanding what is important to individuals. 

• Data driven selection and development tools are critical to the success of a business.

 

An overview of the data-driven hiring process

• In the 80s, a loan officer interview was developed to identify who could handle good and bad times. 

• A 20% turnover was reduced to a 2% turnover with the help of this data. 

• Data helped hiring managers zero in on what resulted in best-fit hires. 

 

What’s wrong with relying on intuition?

• Intuition is often tied to experience, but that experience is not always an accurate baseline for finding the best-fit new hires. 

• Just because you like someone does not mean they are right for the job. 

• Utilizing effective assessment tools help to more fully know a potential new hire.

• Effectiveness can be measured with four distinct traits- cognitive abilities, motivators, personality, and course correction. 

• Measuring from these buckets can help assess a potential new hire beyond just intuition. 

• Everyone puts their best foot forward in the interview process, but there needs to be a way to determine how they will perform in a less than ideal scenario. 

 

Using data allows for a good fit without a biased decision

• A good fit does not have to mean a homogenous fit. Outside perspectives and different experiences bring a large, needed voice into the room. 

• An employee who is a good fit for the value of the company does not have to have the same experience base as everyone else who works there. 

• The more diverse the team in skill sets, personality and backgrounds, the more profitable the organization is. 

• FCCS offers statistically reliable tools to help with the hiring and interview processes. 

• Allow for in-person interactions with the team to help determine comfort and connection levels. 

 

Risks associated with using data assessments 

• Data should not be the only factor utilized when considering new hires. 

• Assessment instruments need to be validated and statistically reliable. 

• Recognize that there is no validity in personality traits as the sole indicator of performance in particular roles. 

• Any assessment chose has to be not only statistically reliable but also legally defensible and EEOC compliant. 

• Data assessments should be used to build a robust interviewing structure and process using proven performance indicators 

 

Best practices when utilizing data assessment results 

• Predictive index is a predictor of performance that uses the data to fill a hiring manager's needs against available assessments. 

• Highlight the opportunities that become available as a result of understanding an individual’s best fit. 

• Use appropriate wording when making a hire/do not hire recommendation. 

• HR is the expert here and can use these tools to guide managers through the hiring process. 

• Research and select tools that are going to be the most beneficial in the hiring process. 

• Spend more time on the front end to reduce the need for refilling roles in the near future. 

 

This podcast is powered by FCCS.

 

Resources

 

Learn more about the FCCS Recruiting Selection and Succession Consulting Practices- [email protected] 

 

Connect with Jay Lux - https://www.fccsconsulting.com/consulting-network/jay-lux

 

Connect with Angie Colman - https://www.fccsconsulting.com/consulting-network/angie-coleman

 

Connect with Beth Oliphant - https://www.fccsconsulting.com/consulting-network/beth-oliphant

 

Get in touch

 

[email protected]