Analytics is important to understand & appreciate the career pathing choices made by various employees. This will also aid in better sculpting and engagement choices organizations can make

1. Career Choice and Decision Making
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Identifying the right resources is the first step towards achieving the vision and potential of an
employee. Analytics will make every attempt in identifying the right resources through data driven
analysis of each candidate’s potential before bringing him on-board and will then make all attempts to
retain him within the HR policy norms.
Analytics believes potential of any candidate is the function of his personality, self-motivations and
decision making capability. Analytics will first ascertain these attributes as part of the interview process
and create a suitable role and career path in-line with associate’s potential and execution capability.
Therefore, interview process will comprise of following steps
1. Case Studies
2. Personality Analysis
3. Face-to-face interview
4. Reference checks
The results from all the above steps will be put together to arrive at:
a. Job Description
b. Role Clarity
c. Compensation considerations
Personality analysis will consist of identifying personality, motivational levels and decision making style.
This will be identified through analysis of personality tests comprising of questions to ascertain:
1. Six Types of Personalities (Holland Theory)
o Realistic
o Investigative
o Artistic
o Social
o Enterprising
o Conventional
2. Motivational Processes affecting learning and performance in an environment.
o Learning orientation , characterized by desire to acquire new skills
o Performance orientation, characterized by a desire to prove one’s competence to
others
3. Decision-Making Styles (DMI)
o Analytical Decision Making – They respond to statements describing rational,
thorough evaluation of all possibilities before making a decision
o Intuitive Decision Making- They respond to high evaluations of institutional or “gut”
decision making based on the stimuli from the “surroundings”
o Regret Based Emotional- They respond to statements regarding worrying or rehashing
old ideas.
The above parameters will be evaluated for each candidate through detailed personality tests as part of
the interview process. It will include

2. Career Choice and Decision Making
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1. Self-Direct Search Survey, of the following sections of explicit responses on the 5 point scale:
o Occupational Daydreams,
o Activities,
o Competencies,
o Occupations,
o Self-Estimates
The output of this survey is the preferred Job Description.
2. Decision Making Inventory Styles on a 5 point rating scale to identify your preferred working
style coded as Red, Green, Yellow and Blue
o Red – Action
o Blue – Seeking Feedback and taking Integrated approach
o Green – Building & Managing Relationship
o Yellow – Sharing information and Credit
The output of this survey is the preferred working style & hence role that meets your style of working.
3. Learning Goal Orientation on a 5-point scale designed to identify a participant’s desired
workload:
o Performance orientation in terms of Solve, Build, Lead and Imagine Business
Solutions
o Learning Orientation in terms of lateral thinking, building relationships, using
advanced techniques, understanding implementation challenges, championing ideas.
The output of this survey is the roadmap for career pathing of associates

3. Career Choice and Decision Making
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Methodology:
Step 1: Each candidate will be evaluated for the below attributes using multiple choice questions
1. SDS Occupational Daydreams
2. SDS Activities Interested in
3. SDS Competencies
4. SDS Achievements
5. SDS Self-estimates
6. DM Action Orientation
7. DM Seeking Feedback & integrated approach
8. DM building and managing relationships
9. DM sharing information & Credit
10. LGO Performance levels
11. LGO learning orientation
Step 2: Hire Score will be calculated for each candidate along with top 4 reason codes
Step 3: A survival score will be developed for each based on survival model to generate likely duration
of employment given employee’s proposition
Step 4: Ascertain “Thinking Type”
o Positive Thinker – Not any significant achievements, but thinks positively about future
o Negative Thinker – Not any significant achievements and also thinks negatively about
future
o Objective Thinker – Meaningful achievements and has “rational” expectations
o Strategic Thinker – Significant achievements and also has long term “vision”
o Tactical Thinker – Significant achievements, but every short term “vision”
Step 5: Using the data generated through reason codes, hire score, survival score & thinking type to
create
o Projects with clear deliverables identified
o Career Paths
o Compensation
Notes:
1. The 5 choices to be given should help to identify 5 types of thinkers.
2. The implementation would require large scale support as only 1% of the people taking the test
should get the offer
3. Given the rigidity of the selection process the compensation has to be best-in-class
4. The objective is to ensure all the recruits remain with employer at least 3 years and sign a 2-year
bond

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Questionnaire
o SDS Occupational Daydreams
 What are your top 3 ideal jobs?
 Where do you see yourself in next 5 years?
 How do you think Employee will add value to your career?
 What are the courses you have taken that you think has been most useful?
 Which courses you have take might come handy in your career?
 Would you have preferred more on-job training than theoretical discussions
 If there was one course or topic you would have liked to take again, what would be
the difference you would like to see?
o SDS Activities Interested in
 What are your interests
 What kind of activities do you do with your family
 What kind of activities do you do with your friends & colleagues
 What are the kind of activities do you miss doing
 What are the kind of activities do you like to initiate
o SDS Competencies
 What do you consider your greatest strength
 What do you consider your weakest strength
 What is one area you would want to work on
 What was your most painful experience
 What is your most happy experience
o SDS Achievements
 What do your consider your top 3 achievements
 What do you consider your top 3 achievements where you know you go credit for
 What do you think are 3 accomplishments that have not been recognized enough
 What would you like to be recognized for
o SDS Self-estimates
 How do you rate yourself so far on the scale of 1-5 with 1 being the worst
 What rating do you think you would get towards the end of 1st appraisal at
o DM Action Orientation
 In your opinion, what delays the project delivery, team or individual member
 How do you ensure your colleague delivers on his TAT commitment
 When do you think, is the right time to escalate delay
 When do you think it is OK to escalate a delay in project to your manager
 Do you think it is an acceptable practice to escalate issues your supervisor’s boss
 When do you think it is right time to start looking out
o DM Seeking Feedback & integrated approach
 How often should one seek feedback during the course of a project
 When do you think you should seek feedback on a project collectively as a team
 What do u think is the best way to ensure all the feedbacks have been incorporated
 When do you stop integrating ideas and move ahead with project

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o DM building and managing relationships
 In your opinion what are the top 3 reasons for successful relationship building
 In your opinion what are the top 3 reasons for poor relationships
 Is creating relationship a communication issue or personality mis-match
 In your opinion how often one should reach out one’s contact as part of relationship
building
 Do you think who pays for lunch has any bearing on the success of a relationship
o DM sharing information & Credit
 What are the 3 reasons for you to believe that you are good at sharing information and
credit
 Do you prefer to work in a project that would require you to share credit?
 Would you like to work in a team for lesser salary or work individually & take higher
salary
 What are the 3 reasons for not sharing information
o LGO Performance levels
 Do you think performance is relative or absolute
 When do you think customer feedback should be included in your performance
 Is 360o degree feedback the correct approach or not
 Do you think forced ranking is in-line with natural phenomenon
 What is your preferred business activity – Solve, Build, Lead, Imagine
o LGO learning orientation
 What is your preferred mode of learning
 In your opinion should your company pay for your learning
 Is on-job learning better or in-class training more preferable