people excellence indicator analytics talent people

HR Data Decisions. Delivered. People excellence indicator Analytics

Pexitest.com is the assessment and Surveys platform from Pexitics.com, an online, cloud-based Talent Assessment platform which helps organisations in measuring talent for hiring, promotions, succession planning and engagement studies, among a lot of other People Management programs. Reach out to us to know more on how we can help you with organizing and managing talent at the workplace using analytics and techvantages. Visit Pexitest.com | Pexitics.com to know more about our approach.

Pexitics.com

TALENT

People Management

what it means for

Pexitest

.com

“In the past, a leader was a boss. Today’s leaders can no longer lead solely based on positional power” ~ Ken Blanchard

Adapting business tools do not sufficiently answer our need for solutions to addressing productivity gaps in a SUSTAINABLE

and CONTINUOUS manner. It becomes imperative to transform and adopt processes and tools to understand how each person’s

brain works and which triggers could lead to improve efficiency at decision making ; also, these should help us identify and

develop talent - for today and tomorrow.

People Management is a part of organizational strategy and design. Without accepting this reality, organisations will fail to apply the principles of Talent Management.

It takes into account all functions where humans are part of the functional requirement and are responsible for the action and it’s design thinking. Talent becomes more pronounced with changing demographics and

dynamics of business growth. While machines have also become old-school, what has actually been relegated

to the backend is its functioning being super-imposed with technology.

Think for an instance about banking. Or Consumables. Electronics maybe. Or Communications. What was

dominated by physical movement of currencies and goods have been replaced, before we could even get a grasp of, using technology. It has surpassed the experience and made talent a central pivot to organizational

growth. It we do not understand it yet in these COVID dominated times, we will be left out of the growth curve.

As a business function, talent decides and delivers the How, What When and Where of organisational success

and growth metrics. We manage all these designs using people skills and are thus dependent on human behavior and knowledge far more than technology itself, thus investing in AI to measure & ape human behavior!

tech

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transaction

information & feedback

experience goods & services

analytics & insights

WHAT

WHEN

WHERE

HOW

Pexitics.com © 2021~2025

With time, every organisation tends to lose its alignment to its VMV and thus fail to deliver the expected results in a dynamically evolving VUCA world. The fact that they still exist means that the vision has not yet been realised, and this is a factor of inefficiency, irrespective of time. Finally, as an organisation grows in terms of numbers and locations, dilution of principles is a natural fallout. There two ways to correct it; a centralized hiring process or measuring every hire using a single yardstick. Leaders versus other employees should not be measured using different yardsticks, else the succession fails. When the yardstick is the same, all you need is to differentiate the scale. Addressing the dilution already within by assessing the existing culture. Any organisation which deliver products and services of varying experiences based on organizational hierarchy weakens its brand value rapidly.

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Talent Management begins with hiring the right talent that leads to succession as a Performance reward. Studies have shown that 95% of the causes of performance, or the lack of it can be attributed to systems. People bear the rest 5% of it. Even if we consider it at an 80:20 Pareto Principle ratio, it should be enough reason to build better Talent Management systems to promote and engage talent. Hiring First time right is the first step towards building an efficient system at your workplace. A system should have measurable matrices and these metrics should also be used for defining performance benchmarks. Imagine being selected for a game based on your running strengths but being rewarded for based on how well you swim! There can’t be a better employer branding proposition before transparency to attract the right talent in the first place.

Talent Acquisition The role of measuring talent for fitment into job roles based on

skills, competencies & culture

Talent Engagement The role of engagement is to drive

motivation using values and competencies in line with objectives

Talent Performance The role of effectiveness in delivering

productivity using competencies and skills in line with business goals

Talent Retention The role of Leadership in determining succession planning to drive growth

using learning & development objectives


Talent Acquisition objectives have different beginnings and unknown endings. It is a risk to be unknown of the last position the person might end up in the organisation while hiring. Most organisations making this mistake end up with large middle management staff incapable of larger roles due to limited talent. Studies have shown that organisations with a wider strategic focus on People Management ensure they hire for the long term and without compromising on building a performance driven culture.

Assessments can have varying levels of importance for a job role, depending on the organisation and many of ours are also

customizable, based on the competencies and values of your organisation. For example, our Leadership Assessment may not

be required for a junior profile, while the capability understanding in not key for senior roles.

CAPABILITY COGNITION CURIOSITY CORE VALUES

Talent Acquisition

Hire to replace

Hire to lead

Hire for culture

Hire to diversify

Role Maturity & VMV objectives

short

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which dot would most accurately represent your current versus long-term hiring objectives?

Commu Competency nication

Domain Skills

verbal & text

Aptitude & numerical reasoning logic

Leadership Tempera Motivation ment at Work

Reputation |Ethics Physiology | Social


Talent Engagement is a two-way street between the employer and the employee.

Engagement improves productivity at the workplace. Productivity is in turn driven by values. If these values match the culture, performance improves. Surveys for engagement are in actual Culture Surveys in disguise. These help understand the performance motivation of the employee and whether it is directing productivity in the right direction. While engagement provides higher productivity, culture resides deep inside as core values that push performance. The organizational function should be pushing towards higher performance by driving the right cultural embracement to ensure engagement for optimum productivity. In other words, culture is the values, beliefs and behaviour exhibited while engagement marks the level of commitment to these values. Thus they being different are also interlinked. According to Deloitte, many leaders know they need to do this—in fact nearly 9 out of 10 executives surveyed cited culture and engagement as important or very important in Deloitte’s 2016 Human Capital Trends Report. Yet, only 12% of companies surveyed in 2016 believe they understand their culture, while, in 2015, less than half (46%) reported that they are prepared to tackle the engagement challenge. So, what do you measure then? Values.

Customers will never love a company unless the employees love it first

Talent Engagement

C U L T U R E

ENGAGEMENT

V A L U E S

PRODUCTIVITY

PERFORMANCE

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The drivers of talent deliver performance. Whether it is a tech/engineering or sales/marketing role, for talent to be engaged, one must be curious to learn and implement learnings into building capability. The policy for talent is driven by rewards in lieu of performance. This is the first benchmark for talent. If one can listen, think, adapt and apply their curiosity, performance improves, making talent feel engaged and recognized as a contributor. Else, the zeal to deliver is limited either to their current knowledge, which gets limited over time, or is inadequate right from the start, if not factored in as a parameter during hiring itself. Employees are happy when they perform, cause performance delivers rewards as an organization policy. But performance with no curiosity cannot achieve efficiency and stretch of one’s own capability; every organization rewards performance, not just curiosity.

Reducing the cost of enforcing performance is the biggest expense we can save for your organisation from here on.

Talent Performance

Cognitive Capability Curiosity Values

Competency Leadership Skills Potential Learning Potential

Culture Values Peer Reviews Feedback

Performance Team Integration Policy Initiatives

Current Levels Vs. Expected Levels

Current Potential Vs. Expected Potential

Engagement levels Vs. Happiness levels

Defend - Performers Grow – High Potentials Exit – Weak executioners

DISCUSSION ASSESSMENTS SURVEYS POLICY FRAMEWORK

ROLE-BASED BENCHMARKING ASSESS & REVIEW ALIGNMENT


Managerial Competence (when you seek to retain potential) One needs to have specific competencies which deal with one’s own level and mental framework on a managerial level. Internal Behaviour determines Managerial Competence and hence our Leadership Report provides insight on individual capabilities as a Manager for the following traits; Temperament: Assess the inborn temperament of the person for personal effectiveness. Functional Competence: Mental likeliness of job role functions across six core areas. Motivation at Work: Assess between the two broad areas on intrinsic and extrinsic motivational areas. Intelligence: Using intelligence tests to assess the level of intelligence for higher cognitive predictability. Time Value: A time tested valuation of time vision approach towards tasks and vision capabilities.

Leadership Competence (when you seek to promote talent) The four quadrants of Leadership (based on the Situational Leadership Model) look at an individual’s mental framework to environmental pressures of reactions as a leader; Integrity: Measure how honest the person is likely to be on the job and their work ethics. Morality: Assess the individual sense of morality while dealing with the team and self-regulation. Balance: Balance of listening skills and decision making to find the correct solutions to tasks using observations. Transparency: The ability to be seen as a transparent leader within the org and be open to people and ideas. Aggression Quotient: Focusses on the aggression level as a Leader and its impact on teams and clients.

Talent Retention

Work Environment

Rewards & Benefits

Culture & values

Learning & Experience

Resources and goals

Aspirations & Motivations

Individual growth

Job Satisfaction & Work Life Balance

Affective Association

Continuation Association

Positivity & self confidence

Happy experiences

EMPLOYER contribution

EMPLOYEE expectations


To be more precise, here are the Seven Rules to follow for retaining talent in a growing organisation in detail; Align your VMV: Nothing is written in stone. Revisit your VMV and align it to present employees. You can’t fire all, so rather align the company vision and values to organizational objectives. Values and Culture Surveys can help you with alignment. Most employees weren’t assessed for their values while they were hired in the first place. Measure Values and Culture: Nothing matters more than values and culture. Aligned employees perform better and are also friends outside of work, showing a higher temperament to work together. Friends work together, not enemies. Skills can be learnt or developed; culture is the bedrock for developing skills. Benchmark: Use assessments to not only hire or assess, but create benchmarks that define the hygiene versus performer mark. It eases making the promotion and hiring policy transparent and creates greater confidence in employees. Pexitics assessments not only assess, but provide analytical outputs to benchmark effective efficiency. Linked compensation: Compensation today is market-based. That means your employee is always available to switch to a competitor with little variable effect. Compensation is a subject to be administered based on what works for your company, not the industry or location. With globalization, hiring someone out from Mumbai for a role in Singapore is no longer difficult, unless the compensation has a lock-down effect. Hire us to tell you how! Defend vs. exit: Most leaders get possessive about their teams. But in a team, everyone is to play their individual role, irrespective of the team. That is how it works in cricket; you can bat or bowl your respective innings, not during others. Stretch vs. strain targets: The motivation to push oneself happens when the goal seems within reach. Most individuals are born lazy and die so, unless there is a motivation with an expectation that reaching out a bit more can help them achieve it. Else, like sports and athletes, people prefer giving a known losing match a walkover. Or quit too soon. Team Performers: Every leader was once a part of the team. And teams that work well do so thanks to the leader or captain. The coach or commander is never on the field, so an individual star will only look for self-credit, and soon the team will desert him/her by observing selfish motives. Or the star will find themselves too small for the roles and walk over for a new role. Stars burn out, planets don’t. A team of average performers will take the journey further together.


Studies conducted in India and compiled over the last 2 years from

200 respondents (Head Sales, Business Heads and CEOs) for sales

job roles ranging from 2 to 10 years of work experience, listed out

in a ranking pattern the impact of factors which had a ‘moderate to

large impact’ on productivity and revenues. Do you know which competencies are required to be enforced for performance within your org spending time and resources ?

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34%

42%

57%

25%

65%

50%

Fitment to job roles was found to be the first core factor for ineffective performance by over 34% CEOs and People Managers.

Creative curiosity to deliver performance through innovation was cited as the second cause as per 42% of Business & People Managers.

Communication skills enhancing external and internal outreach and image was considered the third important factor according to 57% CEOs and Business leaders.

Team Management was the lowest of factors but considered critical to success according to 25%, ranking fourth in order of importance.

Negotiation skills to drive both business and organizational engagement was cited as the most critical factor though its order of importance is 5th in delivering performance. Individual contributors pulling off success most times is the reason of neglect for this important competency.

Decision making skills across all levels matters to 50% but arrives at the last mostly due to adoption of a top-down approach to strategy.


performance

Data framework approach to Talent

Talent as a framework

Competency mapping to job roles Cognitive Ability for reasoning skills Functional ability for domain skills

Determine scope of Job Role

Shortlist best-in-class performers

Best-in-class performance benchmarks

Select best class performers

Develop for next level succession

Track and calibrate performance

Individual vs. Team performance

Pre-hiring stage Post-hiring stage

Data as an approach

Benchmark Scores Hygiene Levels | Satisfaction levels Acts as a pre-validator to effectiveness

Interview using START

Interviewing covers 30% of success for behavioral fitment to job roles

Data access DASHBoard

Data is the new oil. Generating data must be easy to view, filter and store for future People Analytics


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Surveys achieve performance through

policy driven engagement culture

We measure values into actionable engagement policies for the organisation. We do it in local languages for ease of implementation.

Age & diversity

Job Role Levels Department

Locations Reporting Levels

People policy starts by asking the right questions; what kind of culture do you want to see in your people?

what are the performance traits our teams lack? how can we build an effectively cohesive team culture? we have some answers to share.

our Engagement & Values survey covers culture to provide policy level insights which bind teams!

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We work with large, medium and small entities across the globe.

We work with organisations like RSWM Ltd, Hitachi Metals, Crowe Mak-UAE, Talent Hub-Zambia, GHCL Ltd, Jetking, Manipal Global, Motilal Oswal Financial Services, Parijat Industries, Seashell Logistics, EsyCommerce.com, Tardid Tech, Samasta Microfinance, Code Board Technology Pvt. Ltd., Worxogo, Glass Onion, Equiskill, Symbiosis University, Redpine Signals, Maharashtra Knowledge Corporation Ltd., Quickmove Technologies Pvt. Ltd., etc. to name a few. We work across sectors like Engineering, Manufacturing, Services, Finance, Technology, FMCG, Education etc.

We are trusted because we deliver on your scale. Not ours. Using analytics.

So that you measure everyone using a single inventory of attributes across behavior, aptitude and functional skills.

So that you never fail to find the ones who meet your internal standards of performance. And who can be the best cultural fit when they mirror the best-in-class for you. So that you can see you smiling more!

CUSTOMISED SURVEYS ASSESSMENTS & CONSULTING FOR SPECIFIC TRAITS OR FUNCTIONS LIKE HIRING, PERFORMANCE, PROMOTION, VoE, HAPPINESS

BULK PACKAGE ON 300+ REPORTS BASIS COVERING ALL OR ANY

ASSESSMENT

BEST PRICING ACROSS THE GLOBE.

COVERS ALL FUNCTIONS.

OUR ALGOS ARE ML DRIVEN AND DELIVER REAL-TIME REPORTS WITH POST ANALYTICS & CONSULTING FOR DATA SCIENCE AND PEOPLE OR BUSINESS DATA ANALYTICS PROJECTS


Pexitics Analytics for aligning business with improvement

Prioritising the Important: Job Role levelling using HR Analytics is a need observed across growth-focussed organisations.

Measuring business processes and further improving efficiencies can help achieve the higher alignment of org objectives with outcome-based work practices as a good beginning place for most organisations where work roles and levels are not clear, leading to process and business alignment issues. Once implemented, it brings higher clarity from individual to demographic clusters to job families, aligned towards integrating org objectives with individual talent and potential.

Align Measure Assess

pre measure

post application

improvement

Business metrics

People metrics

Measuring processes must include learning metrics and people effectiveness, which is core to business transformation!!

Promise

The fact that data can make both processes and people

transparent is key to effect productivity efficiency at the

workplace and for organisational aspirations post COVID.

Even during team re-sizing, which is important at this

juncture to find factors best suited to enhance fitment for

job roles to serve the organisation at an enhanced efficiency

is a blessing in disguise. And in real time metrics support.

Based on the right size, core strengths, speed of purpose

optimised for highest adaptability towards enhancing

factors of efficiency, our team uses analytics and people

processes to fix the gap and address your business and

people issues.

” Pexitics.com © 2021~2025

Our Global Partner Network: CROWE MAK MUNOZ ASSOCIATES TALENTHUB.ZM

DUBAI/UAE IL/USA ZAMBIA/AFRICA

WE WISH TO WORK WITH YOU!

https://pexitics.com | https://pexitest.com

INDIA DECISION MANAGEMENT AN HR & ANALYTICS ORGANISATION

2E, Alsa Glenridge, 32, Langford Road, Bengaluru 560025 INDIA

https://pexitics.com/

people excellence indicator analytics talent people

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