1
Predictive People Management
The Relationships
and Culture People
2
The Opportunity
● Less than 1% of HR departments provide any form of predictive analytics (PwC)1
– Yet this type of anal...
3
What makes 4G Unique?
● 4G is
– An assessment tool
– A suite of developmental materials
– A software tool
– A series of ...
4
What is the Business Case for 4G?
● We aim for at least a 10% rise in people’s productivity
● We work with 6 new process...
5
Delivering the Business Case
● By quantifying the 'cost' of relationships, it is possible to
create an ROI from various ...
6
What is the Visual Team Builder?
● The Visual Team Builder is a software
tool designed to manage all elements of
4G
● 4G...
7
6 New Processes
1. A Holistic Training and Development Syllabus
− That is unique to everyone and that leverages Economie...
8
Contact Info
● Website
http://fourgroups.com
● Email
contact@fourgroups.com
9
Footnotes and Selected Research
1. Less than 1% of HR departments provide any form of predictive analytics (PwC)
2. Up t...
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Predictive People Management

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Predictive People Management - Four Groups - The Relationships and Culture People

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Predictive People Management

  1. 1. 1 Predictive People Management The Relationships and Culture People
  2. 2. 2 The Opportunity ● Less than 1% of HR departments provide any form of predictive analytics (PwC)1 – Yet this type of analytical work is routinely performed in finance, sales, marketing and other functions ● Up to 40% of performance is determined by the quality of people's relationships (Harvard, MIT and others)2 – Apart from 4G, there are no other tools that allow relationships to be predicted and forecast ● 81% of respondents think that creating an effective talent management strategy will be key to competitive success (KPMG)3 – The value of good talent management is still recognised and agreed upon ● 55% of respondents believe the metrics that define the success in HR today will significantly change over the next 3 years (KPMG)4 – There is an increasing appetite to change HR and approaches to talent management ● At it's core, this work is about helping managers make better decisions, save time and increase business performance
  3. 3. 3 What makes 4G Unique? ● 4G is – An assessment tool – A suite of developmental materials – A software tool – A series of business processes ● The 4G processes are – Predictable: 80 to 95% accurate based on client experience – Repeatable: Reapply the 4G process in a consistent fashion, as opposed to making one-off, subjective inferences – Scalable: Small teams to any size of organisation ● 4G is quantifiable and can be linked to – KPI’s, Performance Metrics and Scorecards
  4. 4. 4 What is the Business Case for 4G? ● We aim for at least a 10% rise in people’s productivity ● We work with 6 new processes – They can be run independently or together – A mixture of one-off projects and processes that can be managed in-house by existing staff or run with the help of Four Groups as a third party ● Benefits and outcomes when using 4G – A unique and predictive approach to people management – The ability to show a direct financial impact via the 6 processes – Combined, this leads to ● Changing people management from being 'supply lead' and pushing things into the business to being 'demand driven' and pulled into the business ● Changes in people's view of training and development from being one of the first things to be cut to a highly valued, essential business process
  5. 5. 5 Delivering the Business Case ● By quantifying the 'cost' of relationships, it is possible to create an ROI from various 4G activities quickly and easily ● The table below and accompanying spreadsheet illustrate this
  6. 6. 6 What is the Visual Team Builder? ● The Visual Team Builder is a software tool designed to manage all elements of 4G ● 4G is the only tool that enables the – Prediction and analysis of relationships and group dynamics between employees – Modelling and prediction of teams whether recruiting, improving team performance or enhancing business processes – Modelling of different scenarios prior to implementation in order to evaluate potential increases in performance and ROI – Utilisation, developmental and coaching recommendations for individuals and teams ● See a 3 minute demo of the VTB http://fourgroups.com/downloads/videos/
  7. 7. 7 6 New Processes 1. A Holistic Training and Development Syllabus − That is unique to everyone and that leverages Economies of Learning 2. Hire for Optimal Relationships − Ensure that new hires have excellent relationships with their new manager and colleagues 3. Create Teams with Maximum Group Cohesion − A team creation process that maximises group cohesion, productivity and performance 4. Objective Performance Management − Relationship Friction links team and individual behaviour to financial measures of performance 5. Predictive Change Management − Align people and processes along with predictively identifying change champions and sceptics 6. Culture and Strategy Alignment − Link culture and group values to strategy and commercial objectives
  8. 8. 8 Contact Info ● Website http://fourgroups.com ● Email contact@fourgroups.com
  9. 9. 9 Footnotes and Selected Research 1. Less than 1% of HR departments provide any form of predictive analytics (PwC) 2. Up to 40% of performance is determined by the quality of people's relationships (Harvard, MIT and others) 3. 81% of respondents think creating an effective talent management strategy will be key to competitive success (KPMG) 4. 55% of respondents believe the metrics that define the success in HR today will fundamentally change over the next 3 years (KPMG) 5. Engagement in the US (30%) and Germany (15%) has barely moved between 2001 and 2012, it's just fluctuated over 4% points (Gallup US and Germany) ● Warwick Univeristy and Proudfoot Consulting Global Productivity Report ● LePine, J.A., Erez, A. & Johnson, D.E., 2002. The Nature and Dimensionality of Organizational Citizenship Behavior: A Critical Review and Meta-Analysis. Journal of Applied Psychology, 87(1), pp.52-65 ● De Dreu, C.K.W. & Weingart, L.R., 2003. Task Versus Relationship Conflict, Team Performance, and Team Member Satisfaction: A Meta-Analysis. Journal of Applied Psychology, 88(4), pp.741-749 ● Barrick, M. & Mount, M.K., 2005. Yes, Personality Matters: Moving on to More Important Matters. Human Performance, 18(4), pp.359-372

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