EE9 - Mitigating the Risk V13

MITIGATING THE RISK OF BAD HIRES through analytical and behavioural methodologies

25,000+ delivery hours

2,00,000+ leaders coached

175+ global clients

17+ years of contribution

120+ RoI based interventions

NIKET KARAJAGI Founder Director Certified Coach, MBTI and DISC Practitioner, International Saville Accreditation, Certified in ‘Design Thinking for Innovation’ and People Analytics

THREE VARIABLES of performance

Performance = (Capability, Process Drivers, Chance)

Process drivers are specific behavioural signals that control the noise in performance

Study the environment

Identify the noise

Identify the signals

Prioritize the noise to connect to the process driver s

IPR belongs to Atyaasaa

TAYLOR RUSSELL FRAMEWORK

Incorrect decisions

Correct decisions

Bad misses Expected to be poor but actually good

Good hires Expected to be good and actually good

Correct rejections Expected to be poor and actually poor

Bad hires Expected to be good but actually poor

Our prediction

Source: University of Western Australia

JOB PERFORMANCE PREDICTORS

Assessment centres Biodata instruments Reference checks Training and experience point method

Work sample tests Structured interviews Job knowledge tests

0

0.1

0.2

0.3

0.4

0.5

0.6

Validity coefficients

Cognitive ability tests Job tryout Reference check Experience Unstructured Interview Academic achievment Age

0

5

10

15

20

25

30

Percentage of variance accounted for in job performance

Source : testpartnership.com; Psychological bulletin, 124, 262-274

SELECTION METHODS cost and performance prediction

Work sample

Unstructured interview

Psychometric test

Task and validity tests

References

Qualification

High

Prediction of performance

IPR belongs to Atyaasaa

PROCESS OF SCREENING out and in

Screening-out

Screening-in

1. Base qualification 2. Job change frequency and average tenure ship 3. Salary predictive fitment 4. Location anchor 5. Domain anchor 6. Motive for job change

1. Overall experience 2. Work design related hard skills 3. Key assignments and job competencies demonstrated 4. Type and number of certifications

Personality test Qualify based on process driver indicators Map the candidates journey First formal structured interview

Work trait test

IPR belongs to Atyaasaa

BEHAVIOURAL EVENT INTERVIEWING

Behavioural interviewing helps in identifying a persons ability to do a job rather than just their personality

It helps in identifying the past job/life experiences which is the best indic ator of how the person will handle the situation in the future

It looks for a contra evidence of every behaviour we identify

Its not a absolute predicator but overcomes the likeability factor

STAR Technique

Investigate culture fit

IPR belongs to Atyaasaa

MBTI occupational trends of the 16 types

ISTJ – 11.6% Structured task orientation

ISFJ – 13.8% Helper behind the scenes

INFJ – 1.5% Training and development

INTJ – 2.1% Conceptualization and analysis INTP – 3.3% Analytical problem solver

ISTP – 5.4% Hands on with data

ISFP – 8.8% Service oriented

INFP – 4.4% Counselling and social sciences ENFP – 8.1% Teaching and counselling ENFJ – 2.5% Emotional and intellectual growth enablers

ESTP – 4.3% Action oriented jobs

ESFP – 8.5% Teaching and service

ENTP – 3.2% Innovation

ESTJ – 8.7% Logical and structured tasks

ESFJ – 12.3% Service oriented

ENTJ – 1.8% Operations

Source: From Introduction to Type and Careers by A.L. hammer, 1993, Mountain View, CA: CPP, Inc

PSYCHOMETRIC PROFILE example

Adaptability – Resilient

1 2 3 4 5 6 7 8 9 10

Self-assured moderately self-confident (5); feels in control of own future (7); has a strong sense of own worth (7) Composed rarely gets nervous during important events(7); reasonably calm before important events (6); works reasonably well under pressure (6) Resolving copes reasonably well with people who are upset (5); dislikes having to deal with angry people (4); feels less need than many people to resolve disagreements (4)

M

T

I

N

Source: Saville Assessment

CORREALTION OF PERFORMANCE indicators

Random selection

Years of education

Years of job experience

Conscientiousness

Unstructured employment interviews

Cognitive ability

Cognitive ability and Conscientiousness

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

Correlation coefficient

Performance = 0.51 x GMA (general mental ability) + 0.31 x Conscientiousness

Source: Schmidt and Hunter, 1998

INTEGRATION STRATEGY

Solving day to day problems

Engaging in operations

Engaging with the team

Driving process drivers to make the team successful Imbibe the mission, vision and values of the organization Create an environment of co-creation

Engaging with stakeholders

Engaging with culture

Define actions for accomplishment of strategic goals

Engaging strategic perspective

IPR belongs to Atyaasaa

STAY CONNECTED for our next eternal element on

TRANSITION from TRANSACTIONAL LEADERSHIP to TRANSFORMATIONAL LEADERSHIP

Atyaasaa Consulting Private Limited #501/D-5, Elite Gardens, Aundh Pune - 411007 India Tel: (+91) 20 2589 6445 Website: www.atyaasaa.com Archives and updates @ https://www.linkedin.com/company/1590039/

Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13

Made with FlippingBook - professional solution for displaying marketing and sales documents online