“Hi Anthony, absolutely and you can quote me on this.
PI is a valuable tool which, when used properly and entrenched into an organizations talent on-take and development process, it has a a definite positive impact on Organisational performance. I have on occasion gone against the PI indicators of a “non-fit for the role” and paid the price. In a world where people make all the difference, PI is an enabling tool that enhances business performance that I will always have in any organisation that I manage.
Not only is the tool great, but you and your team are fantastic.”
To Whom it May Concern……..
I was introduced to Predictive Index in 2011 when I was looking for “Psychometric Assessment Tools” that can be used as an early predictor for success in a sales environment. At the time is was the Head of Sales for a large Financial Services Company and our challenge was to attract and select sales representatives with the natural talent, needed in a sales environment.
Our second challenge at the time was that the existing sales representatives were not producing the desired results from a productivity point of view. We knew something was wrong but we could not say with certainty what it was.
Predictive Index was introduced to us and we decided to assess the entire sales force against a carefully developed Pro. With the PI assessment scores we plotted the sales force on a “Capacity Grid” where we measured “Talent vs Role Match” against “Performance” on a scale of 1 to 3 where 1 = Poor Fit (Poor Production), 2 = Acceptable Fit (acceptable production) and 3 = Excellent Fit (Excellent Production).
The results were mind blowing (see diagram below – July 2011).
⦁ 50% of the sales representatives were a “Poor Match” to the role and also produced “Poor” Performance results.
⦁ 11% of the sales representatives were a “Poor Match” to the role but performed acceptable to excellent in spite of the fact that their natural talent did not match the role.
⦁ Only 13% of the sales representative were “Acceptable or Excellent Match” to the role and produced acceptable or excellent
We immediately changed or recruitment strategy because we realized that we were putting “square pegs in round holes” and as a result we lost huge amounts of revenue for the company and we had a pretty demotivated sales force.
We did not retrench anyone – we simply focused our recruitment efforts on attracting and selecting new candidates with a PI score of 2 or 3 (Talent vs Role Match). We also focused our development interventions aggressively on the existing sales representatives who we under performing but who were already a 2 or 3 (talent vs role match). That was 25% of the existing sales representatives.
We allowed natural attrition to in terms of our retention strategy to take care of the underperforming reps.
We repeated the exercise 6 months later – end of Dec 2011
In six months we managed to reduce the number of “Poor Talent to Role Match” and “Poor Performance” from 50% to 37% and we increased the number of “acceptable and excellent” performers to 18%.
We repeated the exercise another six months later – July 2012
The results speak for itself.
We reduced the number of “Poor Talent to Role Match” and “ Poor Performance” to 15% and we increased the number of “acceptable and excellent” performers to 28%.
Needless to say, we increased productivity and production month on month by making a small change in our recruitment strategy.
We would not have been able to influence this change if it was not for the Predictive Index Tool.
I hope this will help you. A real life example. “And then they fired me” 😊
To Whom It May Concern,
RE: REFERENCE|THE CONFIDANT GROUP AND PREDICTIVE INDEX ASSESSMENT
Stefanutti Stocks Construction and Mining Business Unit have been working with the Confidant Group since 2010. During this period the Company has been utilising the Predictive Index Assessment as part of our recruitment process with great success. We further utilize the assessments to manage and coach our employees in their respective roles.
In addition to the above; we are currently utilising the assessment to establish risk tolerant, versus riskaverse employees involved with machinery or occupations that have an increased safety risk profile and managing the employees accordingly.
During the period that we have been using the assessment we have had exceptional support and service delivery from the Confidant Group, they have also been key to the implementation of our risk profile project.