High Return (HR)  is the toolset that allows anyone involved in training, selection or engagement in the corporate sector or in consulting business to use people analytics to focus on the skills that provide a greater return on investment, that is, those people characteristics that, if you increase, lead to a growth of higher performance.

What are the competencies that make the difference? What I have to focus on selection?

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Click here to see more about HR Selection.

What are the best competencies to develop?

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Click here to understand more of HR Development.

What are the motivational drivers inside your company?

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Click here to go in deep about HR Engagement.

Below you can find some examples of how organizations used the HR toolset:

1. How to improve selection? An italian private banking structure has found that there are certain skills that make the difference as regards results achieved and a factor that explains the cultural fit.

The selection process was revised by inserting a change model that would help the recruiter to manage the rational and emotional decision-making and the evaluation of the candidate focusing on the emerged skills, even with the support of an assessment tool and a set of structured questions for the interview. Furthermore, the evaluation form has been revised in order to get coherent, consistent and comparable feedback from different people.

2. How to reduce hiring times? A Fashion company had the need to reduce the time and costs dedicated to the selection of people who were not in target. From the analysis of excellent candidates, a ranking algorithm was created with a predictive value of 90%.

The algorithm can be integrated with the software used for online recruiting so as to provide the list of candidates directly in order of priority to the hiring manager. The system provides the possibility to calibrate the filters to different profiles or countries. The solution also makes it possible to provide an answer to the need of employer branding that can help the company bring out the people value proposition.

3. What are the drivers of performance? A leading food processing company has found that there is a unique distinctive competence in sales that really makes the difference between the top and the low performers.

This awareness has led to rethink the old performance system which was based on a competency model that made the evaluation too long, not motivating and above all not-value added nor for the manager nor for the employee. The new system was based on a smart model with a strong focus on managerial actions and people development on what really made the difference with a user-friendly and short format.

4. What makes the difference in teams? An international consulting company decided to analyze some of their team to understand why some were performing and others were not. Three features making the difference have been identified.

From this research a teamwork simulator has emerged which allows us to form groups in the best way, support the warm up at the beginning of a project with a group profile to be discussed among team members so as to raise awareness of the possible dynamics and construction of an accountability tool to keep the focus on people and detect potential signals of turnover.
The same methodology is applicable to Management Teams or established working groups.

5. How to personalize development? A company in the construction industry wanted to give each individual person the training contents he/she really needed in a simple way so as not to waste time. The solution: a system of neural networks, based on the data collected with the HR toolset, to be included in the e-learning platform.

An assessment was implemented, connected to the company’s competency model, where an expert predictive system pointed out, for each person, what were the competencies to be improved in order to have the greatest impact on performance. The system, linked to the performance management appraisal, could either provide information mediated by the direct boss or simply the opportunity for self development. The training contents could then be managed with an APP.

6. How to detect signals of turnover? An organization  created a turnover early warning system to provide to the HR department and line managers real-time signs about people at risk of leaving the company to better manage critical situations. The model has a more than 70% predictability.

The application of people analytics to improve business retention is based on the identification of key variables that influence the abandonment, the construction of a predictive model and the continuous analysis of objective and people’s perceived data in order to allow the automatic emergence of warning signs to enable early intervention. The parameters are adjusted annually for a continuous improvement of the algorithm.