Talent Analytics has built a metrics system to assign numbers to talents, traits and characteristics. Despite fear that numbers cannot quantify unique humans, the metrics do greatly aid management in placing employees where their personality best helps the company.
Businesses routinely consult numbers to assess performance, but many still doubt that metrics can properly optimize decisions based on employee traits and talents. But Cambridge, MA-based Talent Analytics believes that ascribing numbers to people does not oversimplify them, but gives companies an easier way to gain insight into their staff. Adding talent data to Enterprise Performance Systems, according to CEO Greta Roberts, allows the difficult task of correlating employees with business performance to be handled by powerful computation. In an industry that takes it as self-evident that analytics that predict the behavior of customers is critical, not just accepted, Roberts asserts that “employees also have numbers that help to describe and value their characteristics.”
Measuring candidates and employees’ skills…
Most currently collected employee numbers tell little about their business ability, and Talent Analytics see this as an opportunity. Recruiting, hiring, managing and aligning talent are all areas that can be optimized by Talent Numbers - 11 numbers scored out of 100 that show how one person correlates with business performance numbers. These numbers aim to measure desirable employee predispositions. As Mike Kennedy of Talent Analytics tells l’Atelier, their Analytic Professionals Study showed the top desired predisposition is for “an analytical professional with a predisposed curiosity, which is difficult to measure in an interview. We directly measure this.”
… Can benefit human resources and management
The study showed the need for using an analytical approach to hiring, and Kennedy explains that the Talent Analytics product gives recruiters insights that they can’t get from a resume. Additionally, it adds value to staff that are already within a company by identifying their strengths, allowing management to strategize accordingly. For example, a financial services firm was experiencing considerable expense due to “substantial voluntary attrition” of their customer service representative. Using their Performance-Talent-Link Methodology, analysis established criteria for a top performing CSR, identifying innate characteristics that are linked with performance. HR added this to hiring recommendations, and attrition dropped by 30 percent within 8 months.