Issue link: https://www.e-digitaleditions.com/i/316485
[ 53 ] MAY 2014 | www.hrotoday.com Talent Management A well-known national restaurant chain deployed a behavioral science solution to select new employees for server positions. Hires that were named "best fit" by the behavioral science tool surpassed the established tip goal 43.6 percent more often than candidates that were hired despite being deemed a "poor fit" by the behavioral tool. As the employee settles in to the new role, a deeper level of coaching and development can be leveraged through behavioral science. The objective is to ensure that the employee has a continuous, high quality experience. Behavioral science provides the behavioral information while the technology provides custom employee coaching material to both the coach and the employee. The sophistication of the system provides specific guidance—to executives and field managers—on topics related to the employee being coached. The content is designed to specifically help each individual discover, address, and leverage their strengths while compensating for areas that provide challenges. Practically, the system can identify a behavioral gap, such as low attention to detail, and provide suggestions and coaching tips on how to improve the employee's ability to compensate for that gap through exercises and tasks designed for that purpose. Coaching and development activities are designed to improve performance and satisfaction based on actual performance. The behavioral pattern used during the selection process is a behavioral model based on actual performance data, and can be leveraged for training programs. Behavioral science allows customized plans to be quickly developed for each individual regardless their stage in the employee life cycle. Once behavioral patterns are created for positions across the organization, that knowledge base can be leveraged in forecasting an employee's future roles. For example, a line worker may be interested in moving into management. The organization has the ability to search each management position to find the best fit for the line worker. Then, through technology, the organization is able to provide a coaching and development plan to grow that line worker in preparation for a future transition into management. In today's employment market, employees are looking for future growth opportunities within the organization from day one. The behavioral information that indicates promotability has already been captured during the selection process, so now the organization can begin to analyze and grow future leaders. This creates a unique advantage whereby the organization can improve retention while internally developing future leaders to promote from within the organization. From the employees' perspective, an organization that is proactively searching for the future best fit leaders presents a very desirable work situation. Under best fit guidelines, future roles would consider the employee's strengths and talents that would best be utilized allowing for maximum success and growth. Behavioral science provides a much needed, scalable way for organizations to select the right talent to fit the job. This provides immediate return on investment by increasing satisfaction and productivity on the job. During the next phase of the employee life cycle, organizations are able to use the data collected during the selection process to properly onboard the employee. This allows for a smooth transition and reduces early turnover for each position. As the employee settles into the job, behavioral science provides individual coaching and development for each employee based specifically on each position's benchmark for success. Over time, the natural cycle of the employee will bring them toward seeking a promotion or new opportunity within the organization. Behavioral science provides the organization with a proactive plan to analyze gaps in talent and the content to develop employees for future roles. Jason Taylor, Ph.D., is group vice president of development and chief HCM scientist at Infor.