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How people analytics can attract the right personalities to your business

By James Grant, CEO at Weavee


Why it’s not all about performance


Only half the workforce is strongly aware of what they need to do at their workplace to succeed, according to research from Gallup. How then are managers expected to hire successfully if they themselves lack the knowledge of how to grow new joiners within the company?


By using data on your candidates’ motivations before the interview stage and in appraisals, businesses can better understand how potential employees can grow within the business, rather than simply fill a static role. Called people analytics, this data-driven approach to recruitment enables HR managers to make decisions that are informed by a range of factors, including demographics and company financials.


How to attract long-term hires


Adopting people analytics can help companies identify actions which are most likely to attract long-term hires to the business. For example, by examining current employee individual motivations and personality types through psychometric tests, employers can identify the values that determine success and longevity in their organisation.


Corporate and medium-sized businesses often fall short of identifying their high potential workforce, yet an analytics-backed method makes it far easier to identify instances where employees require different career goals to the stock progression most businesses offer.


Failing to use people data will hamper growth and limit business’ ability to develop a culture inclusive of different personalities. In companies without these elements, employees will eventually disengage, leading to attrition of key talent which could otherwise have transformed the organisation and added diverse routes to profitability.


How to handle data


Understandably, concerns on how much data businesses should collect on their new hires are abound. As employees more frequently swap jobs or turn to freelance work, they become less inclined to divulge information to their employer. Employees may be concerned by team members’ level of access to their personal data, while employers’ data misuse can lead to bias against employees or even leaks of private information.


However, many challenges to data gathering can be overcome if the employer’s method of interpreting data is shared with a new hire.  This technique enables the employee and employer to share an understand of how to progress, as a business, and as an individual. Data can then be used to set clear targets and identify opportunities for employees as they progress. When managed correctly, employee data is as valuable to the workforce as it is to employers.


Assembling the perfect team


Any worthwhile team will combine a range of strengths and personalities. While many employers use culture analysis during hiring for organisational fit, HR managers shouldn’t underestimate the value of people analytics to be able to introduce hires that instil positive change in their organisation. Without introducing a diversity of backgrounds and abilities, companies can suffer from a stiff monoculture. For organisations in the public eye such as Uber, this can lead to bad press.


Aside from the benefits to performance, workforces made of a range of employees are simply better places to work. If you’re working within a team where each colleague offers exactly the same skill set, employees are likely to be more competitive, less like to cooperate, and more likely to lose hires. When this pattern takes hold, it can be incredibly difficult to shake off. Fortunately, whether your business already shows signs of this culture, or wants to prevent singular hires, people analytics can help make unbiased judgements based on an individual’s abilities, rather than your line manager’s personal preferences.


Picture courtesy of Pixabay

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