(bright dramatic music)
- Hi, Andrew from SACS and welcome to video number nine,
lucky last in our sequence about candidate attraction
and candidate evaluation.
So in earlier videos in this sequence,
we've really given you some practical tips
about how to define jobs to make them attractive,
how to make your ads as appealing as possible
and how to actually write employment ad copy.
And then, we looked at a range
of candidate evaluation techniques
based on the ranking of the accuracy
of different recruitment methods
because there is good psychological research
to indicate which methods of recruitment are more accurate
in comparison with others.
So we talked about biodata scoring,
scoring the applications you receive,
behavioural interviewing, reference checking,
and the last video was all about testing,
how you use testing methods
such as psychometric assessment to evaluate
whether people are likely to succeed in their jobs.
And then, this last video is about a thing
called high performance modelling
which is really a technique
which allows you to profile your best people.
High performance modelling as a graphic looks like this.
So what you need to do is you need to identify
high performance exemplars and the outcomes
that they need to achieve in their job.
So how do you identify your best call centre operatives?
Good call centre operatives have two characteristics.
Characteristic number one
is that they achieve their objectives
and characteristic number two
is that they are the type of people we want to have around.
Now what's the type of people that we want to have around?
Well, we want people
who typically aren't much complained about.
We want people who are helpful to their colleagues.
We want people who are liked by their customers,
people who are cultural exemplars.
So it's not enough to just be a performance exemplar.
A true exemplar must be a cultural exemplar.
One of the most common questions we get asked
about this methodology is, how many do you need?
Well, it depends on the number of people
that you have in the population of employees.
We built a high performance model for an organisation,
a construction company, which had project managers,
and in total, they had about 25 project managers.
Each of these project managers would be running projects
building a building, which could be worth anywhere
between, let's say, $2 million and $50 million.
And if somebody got this wrong,
they could actually cause that project to lose
5, $10 million,
so this is really serious stuff.
It was existence threatening
to the employee and organisation.
So we asked the organisation,
how many really good ones have you got?
And they had about six really good ones
and the rest of them were sort of somewhere
between okay and really struggling.
But that six in a group of only about 24,
that is probably enough.
And also when we psyched them,
when we undertook the high performance modelling process
and I'll outline how we did that in just a second,
but we found such coherent and similar results
that you could rely on it
because it was clear what was shared
and what was not shared.
You see the idea of high performance modelling
is that there are all kinds of ways
in which high performers differ from each other
but there are also certain ways
where everybody seems to have certain characteristics
that they share.
Now those characteristics that they share,
that's what you're trying to pick out
in a high performance modelling.
Now when we've developed
high performance models for clients,
what you find is stuff that they didn't know
which seems to be really important for the job.
But what we've also found
is where people have felt that it's very important
that candidates have a certain characteristic.
And when we do the high performance model,
we find out it's completely unimportant.
And so you're actually saying to the client
in under those circumstances,
look, stop assessing for this,
stop worrying about this
but start worrying about this.
So in effect, it's an evidence-based approach.
Pick your exemplars.
You psych test them.
You use valid psychometric instruments
such as I've been describing in the video
just immediately before this one.
You identify the psychological characteristics
that they have in common.
You then also behaviourally interview them
to identify the outcomes that they need to achieve
and the skills, experience and knowledge,
values and attitudes
that make them successful.
So you build a really simple form
of a competency analysis process
to behaviourally define,
what skills do you think you have
that enable you to do this job?
And you do this with quite a sample.
Six for a small sample of 24 people,
but if you've got 1,000 people
who you're trying to evaluate,
well, you're probably looking at a larger sample
of maybe somewhere between 1 and 300,
depending on how many exemplars can be found.
So what you get out of this is that you get
a definition of the role
in an outcome-based job definition format.
You get the competency, the skills,
the experience, the attitudes and values
that are necessary to do the job well
in the eyes of the people who are doing the job.
But as well as that, you get a psych profile
and you can build this into a recruitment kit.
And that, frankly, is about as accurate
as a recruitment can get.
That is the Rolls-Royce of recruitment.
Do we still say that by the way?
If something's really good, is it Rolls-Royce?
I don't know, maybe it's an iPhone or something like that,
although I'm an Android kind of guy,
so maybe I don't take that view.
In any event,
the point is that's about as good as recruitment can get
because I mentioned in earlier videos
that there are certain characteristics
which seem to apply to any organisation,
like honest people are better than dishonest people.
Hardworking people are better than lazy people.
Emotionally stable people
are better than emotionally unstable people
in any organisation.
But, of course, there are nuances
in what we stand for in certain organisations
or in certain teams.
High performance modelling will allow you
to capture that and to recruit
against that criterion in the future.
Here's an example
of a high performance modelling psych report
and this is where we've identified these characteristics
through a high performance modelling process.
We've psyched a bunch of people
who've worked for the organisation
and you'll notice that the mechanism that we have
in our psych assessment process
allows us to give green ticks
and red crosses to each candidate.
And so you see, the majority
of these ticks and crosses are green ticks.
There are two red crosses,
but in the high performance model cut scores,
we've identified that that's good enough.
So you see this person gets a big green tick at the bottom
which says that they are a person
who matches the high performance model.
So science-based recruitment, the simplest way of deciding
is has this person got a big green tick
or have they got a red cross?
Now this, of course, relates
to what in the earlier videos I've called
algorithmic decision making
and it takes away a range of subjectivities and biases
that can often come into recruitment processes,
makes it more accurate and gives you the better probability
of getting a great outcome.
So high performance modelling represents
absolute best practise
tailored to your specific organisation
but also drawing out evidence-based recruitment techniques
which are shown by research
to be high ranking in terms of their forms of accuracy.
So that concludes our series
on how to attract the best candidates,
and then how to evaluate those candidates
to make sure you've got a good job match
and you've got people who will A, perform well,
but B, not bring negative behaviours into your organisation.
I hope all of that helps you
to make better hires in the future
and I'll say goodbye by wishing you the following wish.
May your next hire not be a psychopath.
Thanks for spending some time with us.
(bright dramatic music)