Houston Voices

Houston expert: Finding your tech talent through analytics

Talent optimization goes beyond human resources practices, management consulting, and productivity tooling to describe a model that empirically aligns strategy and people practices. Photo via Getty Images

You know the work that needs to get done, and you know the environment that you want to build. How do you find the people who will build it with you? Historically, we relied on relationships, intuition, and track record when we evaluate potential team members. This is the same approach we use to find our mates, and well, the divorce rate speaks for itself.

Perhaps you know your potential partner from a previous job when you both worked for a public company, and they were a high performer. Even when we have worked with someone before and they had a great track record, things can go awry. Humans are messy beings. When factors that affect motivation (such as equity percentages, the potential for exit, working 80-plus hours a week) change, performance can be affected. The people who do really well as a cog in the wheel do not necessarily have the same drive to BUILD the wheel. So how do we pick the team members who will best suit the work and environment?

Did you know that 95 percent of people think they're self-aware, yet only 10 to 15 percent actually are (Tasha Eurich)? If people don't know themselves, how can you possibly know your potential partner's fit?

Behavioral assessments aren't new. If you've ever worked for a large company, you've likely taken one. What is different now is that The Predictive Index is harnessing the power of behavioral analytics to predict success and help us visualize teams in a whole new way. We can now look at people's work style in under 6 minutes and quickly give you data on how people will perform in their role and with your team to drive alignment in your organization.

As a founding board member and active investor in Valhalla Investment Group, we recently implemented the practice of using behavioral analytics in our due diligence. We then look at individual and team results to identify any gaps between strategy and the team's ability to execute the strategy. We specifically look at a team's appetite for risk, approach to change, and response to pressure.

The results for one startup we were evaluating came back with a potential red flag. Five of the six in the executive team were exploring leaders in the "Innovation and Agility" quadrant. These leaders are independent and comfortable with risk. We had one who was a very strong stabilizing leader in the "Process and Precision" quadrant. This person is very precise and cautious with risk. We immediately reached out to the CEO to schedule a Zoom to ask how the team works with what could be seen as an "outlier" and how they deal with the friction. The CEO understood the strengths and cautions of his team and explained that while this person is different, they are very much needed. They provide balance and contribute to areas that are blind spots for the rest of the team. The way the CEO handled the question showed us that he was self-aware enough to manage such differences and gave us the confidence to invest in this startup.

HOW IS THIS RELEVANT FOR YOUR STARTUP?

Founders

Wouldn't it be great to know potential partners' appetite for risk, how they deal with deadlines, their proactivity or reactivity to issues before you meet them? Or how they respond to pressure? Founding partners can be evaluated to ensure their behavioral drives align with the startup strategy.

For example, if the strategy is to fail fast to obtain product-market fit and grow market share quickly, founders would need to be innovative, risk-tolerant, comfortable with ambiguity, and they'd need to thrive under pressure. Conversely, if your startup serves a highly regulated environment, your founding team needs to be well-organized, careful with rules, and cautious with risk.

Team dynamics and inclusivity 

Without insight into team dynamics, results are left to chance. Behavioral analytics can provide insights that allow each person to easily understand how their new team members are wired. This can drastically reduce the time it takes to build cohesion among the group and make for more efficient and effective collaboration as project teams are regularly assembled and reassembled. Put simply, instead of using our energy to try to figure each other out, we cut through that noise so we can run faster.

Lastly, by creating a job profile and looking for candidates who fit the profile, we can cut out the biases that relationship-based recruiting can introduce to an organization.

"The alignment of business strategies and talent strategies is known as talent optimization."

Talent optimization goes beyond human resources practices, management consulting, and productivity tooling to describe a model that empirically aligns strategy and people practices. It weaves talent improvement practices into the everyday workings of a company to nurture and employ a workforce that is specifically calibrated to the company's strategic objectives. The sooner we utilize people data to look at our organization, the sooner we can spot potential blind spots. Leaders can then address the issues and focus on what's most important for their startup.

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This article was written by Wendy Fong, founder and principal of Chief Gigs, and originally appeared on Liu Idea Lab for Innovation & Entrepreneurship's blog.

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Building Houston

 
 

According to a new report, Rice University's Jones Graduate School of Business has all the ingredients or a top MBA program. Photo courtesy of Rice

Rice University's Jones Graduate School of Business has raked in yet another top spot on an annual list of top MBA programs.

A new ranking from Poets & Quants, which covers news about business schools, puts Rice at No. 3 among the world's best MBA programs for entrepreneurship. That's up from No. 15 on last year's list.

The Olin School of Business at Washington University in St. Louis grabbed the top spot in this year's ranking. Elsewhere in Texas, the University of Texas at Austin's McCombs School of Business lands at No. 14, the Neeley School of Business at Texas Christian University in Fort Worth at No. 35, and the Cox School of Business at Southern Methodist University in University Park at No. 36.

Poets & Quants judged the schools on 16 metrics related to their entrepreneurship initiatives.

Poets & Quants says Rice's Jones Graduate School of Business "itself is less than three decades old. But entrepreneurship was baked into its DNA from the get-go. The late Ed Williams and current professor Al Napier are credited with starting the entrepreneurial focus. But it wasn't until 2013 when Jones plucked Yael Hochberg from Northwestern's Kellogg School of Management that the program really started to surge."

Rice's entrepreneurship offering combines academic courses and associated programs led by the Liu Idea Lab for Innovation and Entrepreneurship (Lilie) with programs offered by the Rice Alliance for Technology and Entrepreneurship.

"The ability to be a student while working on your startup in class, under the expert guidance of our world-class faculty, gives our Rice entrepreneurs a competitive advantage over any others out there," Hochberg, head of the Rice Entrepreneurship Initiative and academic director of the Rice Alliance, says in a news release.

The Rice Alliance's OwlSpark Accelerator supplements the MBA program. The accelerator serves as a capstone program and launchpad for students seeking to start their own businesses. Meanwhile, the Rice Business Plan Competition, the largest intercollegiate student startup competition in the world, lets students pitch their startups in front of more than 300 judges. And the Rice Alliance Technology Venture Forums allows students to showcase their startups to investors and corporations.

"The ability for students to launch their nascent startups, obtain mentoring from members of the Houston entrepreneurial ecosystem, and then pitch to hundreds of angel investors, venture capitalists, and corporations provides a unique opportunity that cannot be found on many campuses or in many regions," says Brad Burke, managing director of the Rice Alliance.

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