Article | August 11, 2020
Throughout the past four years, our app journey has evolved, adapted and accelerated in sync with today’s growing mobile ecosystem and innovations. In 2016, our Native Mobile Architecture team introduced new architecture goals and designs for our eBay app. About two years ago, Google shared new requirements about native application architecture with the release of its Android Architecture Components Library. Our app vision harmonized nicely with Google’s new stance on app architecture, paving the way for features like Dynamic Delivery, a mechanism for deploying specific features of the application independently.
Article | February 21, 2020
With the increased demand for executive talent globally, psychometric assessments have never been more important to a successful search. We have identified five reasons, you may think of more!
1. Getting it Wrong is Really Expensive
Executive salaries are on the rise. There is no doubt that companies are prepared to spend more to attract top executive talent. We frequently see searchable salary ranges or even advertisements that suggest that marketed remuneration can be well above market. It’s expensive enough to hire the wrong salesperson and that can take six months to discover, but it can take much longer to identify non-performance in a C-Suite executive. Psychometric assessments that support a competency-based interviewing process, confirm or challenge interview findings and used effectively reduce the risk of making the wrong hire.
2. Poor Leadership can Damage the Business
Many people believe that psychometric assessments might just confirm a set of soft competencies or identify a personality profile. World-class psychometric assessments allow for complex exploration of leadership styles, team roles, and even entrepreneurial aptitude. If you think you want a leader, assess for leadership capabilities and understand the balance of leadership styles to make sure it fits with your organisation’s path.
3. Comparisons are Worthwhile
The world assessments is full of imposters. The Institute of Psychometric Coaching correctly asserts that “Psychometric tests are a standard and scientific method used to measure”. The word scientific implies measureability. True psychometric assessments are developed, tested and improved until they meet a standard deviation. Only these type of assessments provide statistical validity and tell us where an executive search candidate sits in comparison with a norm group of peers. Go to Here to read more on this. Something like 80% of the Fortune 500 use MBTI, yet the MBTI test is based on “zero scientific foundation”. Check the statistical validity of the assessments you use in executive search.
4. The Most intelligent person is not Necessarily the Best Candidate
Cognitive power, is without doubt a measure of potential. However, how this translates into attributes such as problem-solving, influencing skills, adaptability and resilience and even the delivery of results is not so easy to interpret during interview. Psychometric assessments can often tell us how an executive has used her or his intellect to develop broader attributes that we associate with effective managers and leaders.
5. We are all a Little Gullible
Anyone attending an interview, is trying to sell what is most important to them - themselves. We can all remember CEOs dealing with environmental disasters that their company was responsible for dressed like dandies, TV personalities being appointed to C-Suite positions in media companies, sports personalities being given business leadership roles and even major retailers just being conned, all with negative results. It’s almost certain that the decision to make these placements was influenced by anything other than objectivity. Psychometric assessments won’t lie to you, won’t try to con you - they don’t care about the person taking the assessment.
So, as you engage in your executive search projects during 2020, make sure that in addition to great consultants, you use proven scientific assessments to help you work out if you are getting the right person. After all, is a little known fact that “reference fraud” has its highest incidence among senior and executive management candidates. Do whatever you need to do to reduce the risk of expensive mistakes.
Article | April 15, 2021
There are some powerful use cases for data science in HR, whether that’s chatbots delivering real-time answers to important analytical questions, or the huge cost savings that can come from reducing employee churn.
So why isn’t everyone doing all this already? Here, I’d like to explain five of the most common blockers to making data-driven HR decisions, and the questions you need to ask if you want to make your journey into data science successful.
Blocker 1: Case studies
If you’re looking to start transforming HR with data science, there isn’t going to be a lot of case-study evidence to point to. Some companies want others to test the water before they jump in, but that isn’t going to happen here. Although large firms are making big investments here, the work is valuable intellectual property, which means the chances of details being shared are slim.
Ask yourself: Will I lead the way?
The only way to keep up in this evolving field is to have the self-confidence to be a pioneer. If you wait for five years, there still won’t be a lot of case studies. The benefits of Machine Learning (ML) in HR will be proven time and again, but many of the companies that lead the way in this still won’t have published the secrets to their success.
Article | August 12, 2020
If your business is essential, or you’ve started to reopen your physical workplace since government guidelines changed, you and your employees may have discussed or considered alternative routes to work to stay safe and avoid public transport.
As transport secretary Grant Shapps announced plans for a £250M emergency “active travel fund” to finance wider pavements for walking and new, segregated cycle tracks, we can assume that as we start to return to normal commuting routines, many of us will be looking to make a longer-term change to our regular mode of transport.