Magazine article New Zealand Management

Comment On: High Performance Modelling and Local Talent Mining

Magazine article New Zealand Management

Comment On: High Performance Modelling and Local Talent Mining

Article excerpt

NZ Management's May issue article "Conforming or conscientious--when personality pays" on the use of psychometric assessment, was a timely reminder of the many tools available to organisations to help identify talent. While the recruitment arm of our business is fielding calls from clients who are frustrated with their own efforts to source candidates, across the room the organisational development team is using 'high performance models' helping clients to broaden their internal talent pool.

These models are one of the tools used to identify candidates who would not otherwise have been considered for roles--candidates who may not have the expected traditional background in their CV, but who possess the same skills, attitudes and competencies that are present in the high performers of the role. Organisations that are open minded in their approach towards developing internal staff or non-traditional candidates have a rich source of talent if they are willing to use an approach like this.

High performance modelling is an approach that identifies behaviours and competencies that are statistically related to performance data. It was traditionally used by organisations with large sales forces--such as the insurance industry--because sales data is easily captured and attributable to individual performance. Organisations that used this approach experienced higher productivity, lower turnover and more effective succession planning.

Today it is used in major banks, financial institutions, IT companies and call centres where it has enabled these organisations to hire outside the norm with some degree of comfort that the person has a high probability of success. Some government agencies have also recognised that this approach could be applied to teams of specialist roles such as investigators and analysts. They have found that there is a pool of internal talent from support roles that has the same mix of competencies as the highest performers. So why would they not give these people a try and open up a new local sourcing channel?

Let's take a role such as a business analyst--most have two to three job offers on the go and are in high demand. The background of a business analyst is fairly generic. They may have some form of relevant tertiary qualification and perhaps some experience analysing business cases, processes, preparing reports or creating data models. …

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