PI is a valuable tool which, when used properly and entrenched into an organization’s talent on-take and development process, has 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 The CONFIDANT Group team are fantastic.”
Wayne Duvenage
Chief Executive Officer – Outa
I was introduced to the 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. As the Head of Sales for a large Financial Services Company, our challenge was to attract and select sales representatives with the natural sales 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 Behavioural Job Target. With the PI Behavioural Patterns we plotted the sales force on a “Talent Optimization Grid” where we measured Talent vs Role Match against Production on a scale of 1 to 3, where 1 = Poor Match (Poor Production), 2 = Acceptable Match (Acceptable Production) and 3 = Excellent Match (Excellent Production).
The results were mind blowing
- 50% of the sales representatives were a “Poor Match” to the role and also produced “Poor Production” results.
- Only 13% of the sales representative were “Acceptable or Excellent Match” to the role with “Acceptable to Excellent Production” results.
We immediately changed our recruitment strategy, having realized that we were putting “square pegs in round holes” and as a result we lost huge amounts of revenue for the company with a demotivated sales force. We did not retrench anyone – we simply focused our recruitment efforts on attracting and selecting new candidates with an excellent Talent match to the role. We also focused our development interventions aggressively on the existing sales representatives who were under performing but who were an acceptable or excellent match to the role, comprising 25% of the existing sales representatives. We allowed natural attrition, in terms of our retention strategy, to take care of the under performing representatives.
We then repeated the exercise 6 months later at the end of December 2011. In six months we:
- Reduced the number of “Poor Talent to Role Match” and “Poor Production” from 50% to 37%, and
- Increased the number of “Acceptable and Excellent” performers to 18%.
We repeated the exercise another six months later, in July 2012. These results speak for themselves. Although we had (six months earlier):
- Reduced the number of “Poor Talent to Role Match” and “ Poor Production” from 50% to 37%, we reduced this group after a further 6 months to 15%.
- Increased the number of “Acceptable and Excellent” performers from 13% to 18%, we further increased this group to 28% after a further 6 months.
Needless to say, we increased productivity and production month on month by making this vital change in our recruitment strategy. We would not have been able to influence this change without The CONFIDANT Group and the Predictive Index Tool!
Frans Hattingh CFP®
Franchise principal – MRD Wealth Solutions
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 risk averse employees involved with machinery or occupations that have an increased safety risk profile and managing the employees accordingly.
We enjoy exceptional support and service delivery from The CONFIDANT Group who have been key to the implementation of our risk profile project.
Danie Basson
BU HR Manager – Stefanutti Stocks
CNH Industrial is a global organisation driven by many factors, of which Talent Acquisition and Retention remains an important element. We have, in South Africa, recently engaged the services and support of The CONFIDANT Group in Leadership Acquisition. Our experience with The CONFIDANT Group has been majestic to say the least. We are provided with a very detailed, structured, high level of professionalism, support system with top quality results from The CONFIDANT Group when we have recruited for very specific Senior Managerial employees. The CONFIDANT Group provided the utmost targeted headhunting service coupled with very defined role demands and assisted us to acquire top talent and also ensuring these employees are a perfect fit with our company culture. The science-based recruitment and selection method for Leadership Acquisition and an in-depth, customised and warm onboarding process and detailed documentation has (and still is) assisted CNH Industrial in South Africa to retain the Leadership needed to be very competitive as a global organisation. Thank you to The CONFIDANT Group for providing us with upper class and up-to-date knowledge and expertise to ensure a sustainable workforce whom we can develop to their full potential, using your in depth and individually customised development plans. Thanks for always being a call away for all and any assistance needed. Your hands-on assistance is much appreciated.
Petri Husselmann
HEAD: HR for South Africa – CNH Industrial
If you’re concerned about using remote-working technology to harness collective power, I can endorse remote workshopping with The Confidant Group. We met remotely; run from South Africa by The Confidant Group across three continents, United States, Europe and Africa. The workshop was professionally delivered, and discussions expertly facilitated. We were able to learn from the input delivered, and engage with each other in discussions to further our understanding of others’ styles and come to a greater understanding of how to limit overuse of our individual strengths and put our collective strengths to best use. We were not constrained by not being in the same room.
Dino Cooper
CEO, Viadex Group