Month: May 2020

 

The concept of learning agility may not be one of the most used in the daily life of human resources, but it is certainly a major trend.

 

But what is learning agility? ? Translated as speed of learningthis skill involves a set of behaviors and skills that make a person more prone to rapid learning.

 

We are studying a lot on how to measure and develop this potential, because, in a fast-paced world like the one we live in, it can be a great differential.

 

Therefore, you who in human resources, or are managers of any area, should be aware of this concept and understand its applications in depth. And we will help you with that! Check it out here:

 

1. Por que o learning agility é tão importante?
2. Understand the concept of learning agility
3. Learning agility applications in your company
4. Discover Mindsight's learning agility

 

 

If you are interested in learning about Mindsight's learning agility, schedule a conversation.

 

1. Por que o learning agility é tão importante?

 

Great scientists and researchers in organizational psychology have increasingly studied learning agility. Allan Church, PepsiCo's senior vice president of global talent management , points out::

 

Learning agility is one of the most important topics in talent management and leadership development today.

 

As mentioned by Allan, this construct is widely spoken when the context is leadership. Learning is essential for efficient leadership, especially in the constantly changing scenario that we experience in today's world.

 

And leadership problems are more common than we think. According to a 2009 Hogan survey , the failure rate for people in leadership positions ranges from 30 to 67%, with an average of one leader failing every two analyzed.

 

We will understand more deeply about what this concept of learning agility is and how it can help us in our daily lives.

 

2. Understand the concept of learning agility

 

Let's look at Warner Burke's studies in this section. Burke is a professor of organizational psychology at Columbia University who recognized the potential for identifying and measuring learning agility. One of the most complete reports on the subject, the Burke Learning Agility Inventory, is authored by him.

 

Over the course of five years, Burke evaluated 393 executives to identify the traits of people who demonstrate learning agility. He then created the new definition of this learning agility:

 

Learning agility is dealing with new experiences in a flexible and agile way, experimenting with new behaviors, receiving feedback on attempts and making quick adjustments so that new learnings are realized quickly when you don't know what to do. (2016, p. 12)

 

Despite the simple definition, what took time, was how to understand to measure this ability. This difficulty occurs because learning agility works as a meta-competence, that is, a set of different traits.

 

In his assessments, Burke reached nine dimensions or components of learning agility. Get to know them:

 

• Flexibility: being open to new ideas and proposing new solutions
• Agility: put ideas into practice quickly, so that those that don't work are discarded and other possibilities are accelerated
• Experimentation: experimenting with new behaviors (approaches and ideas) to determine what is effective
• Performance risk taking: looking for new activities (tasks, roles, responsibilities) that provide opportunities to challenge yourself
• Interpersonal risk taking: discussing differences with people in ways that lead to learning and change
• Collaboration: finding ways to work with others to create opportunities for learning
• Information collection: using varied methods to stay up to date in your area of expertise expertise
• Feedback search: ask others for feedback on ideas and overall performance
• Reflection: slowing down to evaluate your own performance to be more effective

 

These nine dimensions are the basis for several applications, as we will see later.

 

Great content for you who want to go even deeper into this concept is the mini webinar from SIOP – Society for Industrial and Organizational Psychology. Watch:

 

 

Next, understand why learning agility is even more critical today.

 

Learning agility and the millenials

 

It is easy to understand why these dimensions are so important in everyday life. For both people and organizations. Burke points out that the two most important are flexibility and agility.

 

This highlight is because the world is changing very quickly. A company that is not constantly thinking about how to bring innovations that have a suitable market fit to the market is falling behind.

 

In the workforce itself, we see accelerated change. The baby boomers, a generation born between 1946 and 1961, are retiring at great speed. And the generation that is taking on leadership positions are the millenials.

 

Millennials, a generation born between 1977 and 2004, have a big difference in relation to those who preceded them: they are much less committed to the organization in which they work. That is, they do not dream of spending their entire lives making a career in one place.

 

Their commitment is motivated by learning. Millennials are restless and need to learn and grow constantly. A company that does not promote this fast-learning environment is unlikely to be able to retain talent from this generation.

 

3. Applications of learning agility in your company

 

 

A main definition of learning agility is by way of the assessment. Assessment is the way an organization obtains information about a person to make a more informed decision about him, usually based on criteria related to leadership skills or competencies.

 

Let's look at three possible applications for a learning agility assessment:

 

People selection

 

In any assessment, what we are trying to find is the best fit, or match, between a person, his characteristics, skills and competences, and the requirements of the function.

 

When the purpose is selection, mainly of leaders, there is a set of assessments normally required:

 

• Assessment of cognitive ability (reasoning test)
• Personality inventory
• Learning agility assessment
• Structured behavioral interview
• Simulations or case resolutions.

 

Once this entire arsenal of information is gathered, it is possible to compare with the needs of the position. The needs of the position can be determined, for example, via job analysis.

 

Learning agility is a crucial process as we need to understand which aspects of learning will make the most difference in a specific position.

 

For example, it may be that in your company, a candidate with low flexibility flexibility is unacceptable, because you are undergoing a transformation and need to innovate. Or it may be that you cannot give up agility, because you have a competitor growing fast, and you need to overcome it.

 

Whatever the reason, if you are provided with a complete report from each of those evaluated for the leadership position, you will be able to make a more assertive decision.

 

Performance management

 

We will now talk about one of the most important applications of learning agility: performance management. How can this skill help you in this process?

 

Here, we understand performance management and development as a unique and continuous process. In other words, we understand that based on the performance evaluation, ain addition to compensation decisions, development plan decisions are made.

 

We understand performance as the set of behaviors that lead to the result. Therefore, for evaluation purposes, we treat results and behaviors with the same weight.

 

By looking at the results part, you will be able to understand what challenges the person still needs to overcome. In terms of behaviors, you will see the characteristics that the person still needs to improve.

 

Crossing this with a learning agilityreport, you will clearly see the learning aspect that enhances all of this and that will need to be worked on.

 

Let's see an example of application

 

Let's take the example. Suppose there is a professional in your company who works in the area of customer success and who serves different accounts. His customers' satisfaction with the service in general is high. He almost hit the target for that indicador.

 

When we look at behaviors, almost all of his peers rated him highly on everything. Except a couple, who rated him with very low marks.

 

We then decided to look at the results of that person's learning agility assessment. The results showed a clear deficiency in the “interpersonal risk taking“ item. In other words, with people who thought very differently from him, the professional ended up fleeing the confrontations, and this generated distance.

 

We then return to the customer satisfaction indicator we look to understand more in detail. Two difficult customers to deal with were the ones that hurt their grade the most. In the records, it is noted that little contact was made with these customers, compared to the others.

 

In this case, learning agility learning agility provided a clear explanation of the reasons for the assessment. And it has already pointed out a development path.

 

Remembering that development is not just about training. In addition to this knowledge received, it is necessary to ensure that the professional practices these new behaviors generate on a daily basis. One needs to have a plan that challenges him to deal with people who think differently from him, who will question him.

 

Succession planning

 

A common use of individual assessments is succession planning. Typically, this process is done for more critical positions in the company, such as production unit leaders, sales and finance leaders. This varies according to the segment and structure of the company.

 

The idea is to create a pool of talents that are considered for key positions. Thus, these people receive more developmental attention. For each critical position, we usually work with a pool of 2 to 3 possible successors.

 

It is very important that in this succession planning process the people involved are clear about the need for transparency. The group that oversees the talent pools needs to be very honest and understand that it is necessary to discuss the candidate's strengths and weaknesses at all times.

 

It is not a popularity contest. Here, what matters is the person's competence and their learning agility to deal with new situations. To guarantee this transparency in the group, the human resources area has a very strong role.

 

In practice, what does this group do over time? What happens is a mix of development support and continuous assessment. That is, the talent pool supervisors bring opinions about them, based on data and examples.

 

The Crucial information to this point is the learning agilityreport, in lieu of the importance of this potential for leadership. Thus, the next necessary development steps are outlined so that each employee considered as a talent can develop for the position.

 

Then, overcoming these challenges over time is taken as evidence to decide who will be most successful in a new position. And new applications of assessments are made to support the evidence.

 

If you are interested in this type of assessment assessment, find out below the Mindsight solution.

 

4. Discover Mindsight's learning agility

 

 

Based on Burke's theory and other market applications, Mindsight created the assessment of learning agility, focused on understanding leadership potential.

 

After running some pilots with clients who supported us by applying the test in their executive vacancies, some analyzes were made, including a factor analysis.

 

Factor analysis showed a tendency for responses to be grouped around five macro aspects. Crossing these aspects with the theory and some applications that already existed in the market, we arrive at the description of these criteria:

 

• RESULT AGILITY: Ability to make difficult decisions and focus on what is really important, in order to pragmatically deliver results faster
• PEOPLE AGILITY: Open to discussions and teamwork. The exchange of feedbacks and frequent debates generates learning opportunities and changes
• AGILITY WITH CHANGE: Openness to new experiences and ways of carrying out activities, allowing new knowledge in different areas and contact with different ways of dealing with a problem, thus gaining tools to take on and resolve new challenges.
• MENTAL AGILITY: Speed in capturing new concepts and seeking to understand them in their essence and not just replicate them. Understand new abstract concepts allowing the use of the idea in other contexts.
• SELF-KNOWLEDGE: Process of analyzing errors and successes before and after a project. This reflection helps to understand where to improve and how to learn from past mistakes, allowing that at other times it is possible to make better decisions.

 

Through this test, the client is able to view a complete report of the appraised colleague, with the result of the five aspects, in addition to the general score of the test and an extra factor of social desirability.

 

Thus, the social desirability factor is an extra aspect measured in the test that allows us to understand whether the respondent completed the questionnaire based on what he really believes or based on what he believes is best accepted, that is, what people want to hear.

 

If you wantto know more about this product, just schedule a conversation.

 

 

Learning agility and fluid reasoning: two very important measures of potential. But with very different meanings, methodologies and applications.

 

On the one hand, learning agility is the measure of learning in the face of experiences. It helps to understand at what level a person can really absorb, learn and evolve based on each experience realized.

 

Fluid reasoning, on the other hand, is a person's innate cognitive ability . In other words, given a situation where it is necessary to process new information, what is the reasoning capacity of the new situation being appraised at that very moment?

 

You can already see that the two concepts are complex, but at the same time extremely important for the organizational context. We need people with high learning agility and fluid thinking to generate consistent results across organizations.

 

Are we going to understand these concepts and applications more deeply? See the content we have prepared for you:

1. Understand learning agility: leadership potential
   1. The concept: : learning from experiences
   2. Check the evolution of learning agility
   3. Discover Mindsight's learning agility
   4. Do you know the importance of learning agility for leadership?
2. Understand fluid reasoning: innate intelligence
   1. Do you really know what fluid reasoning is?
   2. Science explains the reasoning for you
   3. How does Mindsight's fluid reasoning work?
3. See the main differences between learning agility and fluid reasoning

 

 

If you are looking for a solution within this theme, schedule a conversation to get to know Mindsight's tests of learning agility and fluid reasoning.

 

1. Understand learning agility: leadership potential

 

The concept: learning from experiences

 

The concept of learning agility, , or agility of learning, , has been gaining more and more notoriety in recent times.

 

This is due to the fact that the concept has been applied to selecting and developing key potentialtalents that will ultimately contribute to advances and results within the organizational environment.

 

According to Lombardo and Eichinger, the definition of learning agility is:

 

The willingness and ability to learn from experience and, subsequently, apply that learning to act successfully in new conditions.

 

Therefore, the concept addresses an aspect that is often lacking in selection and development strategies: what is this person's real predisposition to learn?

 

Check the evolution of learning agility

 

Many attempts have been made over time to develop this measure of learning agility. Research has been done with different scopes and pragmatic consistency.

 

We have the examples of Lombardo & Eichinger who studied the relationship of potential and learning. In a slightly different line, talking about employee empowerment in the workplace , we have the study by Spreitzer. But there was still room for development.

 

One of the most complete and recognized reports on the subject is the Burke Learning Agility Inventory. Based on other previous studies, he proposes a way of looking at learning agility based on the following concept:

 

Learning agility is defined as engaging with learning behaviors to increase the ability to reconfigure activities quickly to meet the changing demands of the environment.

 

We separated a video of Dr. Burke himself, creator of the report and professor at Columbia University. He talks about learning agility during one of the university's events. Check it out here:

 

 

Extending a previous analysis by DeMeuse, Dali and Hallenback, Burke adopts the idea that the construction of learning agility is a prerequisitefor the development of other competencies.

 

Therefore, to assess the learning agility trait, it would be necessary to understand the background of learning. Some of the main points listed by the scholars were: past experiences, self-awareness and the ability to deal with complexity.

 

Discover Mindsight's learning agility

 

Based on Burke's theory and other market applications, Mindsight created the assessment of learning agility, focused on understanding leadership potential based on 5 aspects:

 

• RESULT AGILITY: Ability to make difficult decisions and focus on what is really important, to pragmatically deliver results faster
• AGILIDADE COM PESSOAS​: Abertura para discussões e trabalho em equipe. A troca de feedbacks e debates frequentes gera oportunidades de aprendizados e mudanças
• AGILITY WITH CHANGE: Openness to new experiences and ways of carrying out activities, allowing new knowledge in different areas and contact with different ways of dealing with a problem, thus gaining tools to take on and resolve new challenges.
• SELF-KNOWLEDGE: Process of analyzing errors and successes before and after a project. This reflection helps to understand where to improve and how to learn from past mistakes, thus driving the improvement of future decision-making moments.
• AUTOCONHECIMENTO​: Processo de análise dos erros e acertos antes e depois de um projeto. Essa reflexão ajuda a perceber onde melhorar e como aprender com os erros passados, permitindo que em outras ocasiões seja possível tomar decisões melhores. ​

 

Through this test, the client is able to view a complete report of the appraised colleague, with the result of the five aspects, in addition to the general score of the test and an extra factor of social desirability.

 

The social desirability factor is an extra aspect measured in the test that allows us to understand how much of the candidate's responses is based on what he really believes. Or if he responded based on what he believes is best accepted, that is, what people want to hear.

 

If you want to know more about this product, just, é só schedule a conversation.

 

Do you know the importance of learning agility for leadership?

 

The biggest concern and use of learning agility learning agility is in relation to the leadership context. Learning is essential for effective leadership.

 

The low success rates recorded for leadership are a factor that explains this importance. According to a 2009 Hogan survey , the failure rate for people in leadership positions ranges from 30 to 67%, with an average of one leader failing every two analyzed.

 

It is visible that many HR mistakes are made at the very beginning, during the selection process. This is because many people are extremely technically qualified, and thus promoted to the management position.

 

However, studies show that the correlation between technical capacity and success rate as a leader is almost nil.

 

Logo, a posição de liderança exige novas habilidades, competências e perspectivas que você só aprende quando está exercendo a posição. E é nesse momento que um learning agility alto se mostra essencial.

 

But the error is not only in the selection. Leaders develop, and that development comes from new experiences.

 

Therefore, variations in success among leaders occur based on the accumulation of innovative experiences and also the ability to learn from those experiences.

 

What often happens is that the biggest decision makers, the executives, do not buy the idea of developing from this experimentation.

 

Rotating tasks, changing teams and working with different challenges is, in the short term, less efficient than focusing on results and performance on what the person is already better at.

 

The real challenge is to show managers the importance and impact of learning for the company as a whole. The application of an assessment assessment helps you to bring more foundation to your argument and show clear paths for the business development of these leaders.

 

2. Understand fluid reasoning: innate intelligence

 

Another essential skill when it comes to potential is fluid rationality. We are talking here about cognitive ability, that is, our innate mental capacity.

 

This skill is necessary throughout the career, and its importance increases with the complexity of the position.

 

Therefore, it is also an important issue for leaders. The greater the responsibilities of a position, the more relationships, information and decisions the person needs to process. Your commitments and obligations grow as your position in the company increases.

 

We will understand a little more about the concept and its applications below.

 

Do you really know what fluid reasoning is?

 

When we talk about tests of fluid rationality, we have as main objective to measure the construct of fluid intelligence.

 

Fluid intelligence is considered the ability to solve new problems immediately, that is, instinctively and with dexterity. This method also includes some logical reasoning; however, it is a more comprehensive concept.

 

In this way, fluid rationality tests seek to measure fluid intelligence, when an individual is presented with situations that he has never been before and tasks that he has never practiced and that cannot be performed immediately, without thinking.

 

In other words, it is ideal for assessing how the candidate performs under certain relatively new situations and what their mental paths are to solve tasks quickly and efficiently.

 

Science explains the reasoning for you

 

One of the most widely accepted theories about intelligence and rationality was first devised by Raymond Cattel. In 1942, he analyzed previous studies that talked about primary human capacities and the g factor, known as the general intelligence factor.

 

Analyzing correlations between these theories, Cattel found the existence of two general factors of intelligence: one that would be innate and the other acquired over time.

 

A few years later, another scientist named John Horn confirmed Cattell's studies, and the general factors came to be called fluid intelligence and crystallized intelligence, respectively.

 

In this way, fluid rationality tests Fluid intelligence (or Gf – fluid intelligence) is associated with non-verbal components, little dependent on previously acquired knowledge and the influence of cultural aspects.

 

Therefore, this factor corresponds to the mental operations that people use when faced with a relatively new task that cannot be performed automatically, that is, tasks that need some reasoning to be done.

 

Fluid intelligence is believed to be more determined by biological (genetic) aspects. Thus, organic changes such as brain damage or problems resulting from malnutrition influence fluid intelligence more than crystallized intelligence.

 

How does Mindsight's fluid reasoning work?

 

The fluid rationality test is a very important tool to optimize people's decision making. Especially in versatile and generalist positions, or positions that require problem solving. It is, therefore, a very important factor in guaranteeing performance.

 

Even in low complexity, more operational positions, which do not require training in higher education, some level of rationality is necessary. Therefore, Mindsight also has a version of the simplest rationality test, which can be applied in these cases.

 

If you want to know our product, schedule a meeting now!

 

3. See the main differences between learning agility and fluid reasoning

 

In this text, we had the opportunity to deepen the concepts of learning agility learning agility and fluid rationality, so that it was very clear what each one means. In addition, we were able to explore their applications and understand why both are so important.

To conclude this analysis, we have compiled the main differences between the two concepts. Check it out:

• MEASURED SKILLS: Learning agility measures the ability to learn from experiences. rationality measure’s cognitive ability
• UTILIZATION: Learning agility is typically measured for the selection and development of leaders. rationality is generally used in a broader range of the selection processes
• RELATIONSHIP: Mental agility, one of the criteria of learning agility, is a skill similar to rationality. Therefore, at some level, the two concepts are connected.

 

Finally, here is a quote from Thomas Chamorro-Premuzic, another notable researcher in organizational psychology:

 

Learning agility is critical for today’s leaders: if leaders can’t learn from experience and acknowledge past mistakes to avoid repeating them, they will become a liability

 

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Rationality test: have you heard of it? This method has been increasingly used by several companies, as they are considered excellent predictors of job at work. 

 

In addition, this test has been more assertive than reviewing resumes and is much less biased. Therefore, it remains one of the best methods to screening of candidates during the selection process. 

 

After all, for a long time the resume was used as the only method to define whether a candidate is a fit for a job or not, simply on the basis of some technical information contained on a sheet of paper. 

 

However, in today’s age, the resume is no longer the only determining method. 

 

Report - Selection by resumes causes discrimination by gender, color and age

Are you curious to understand a bit more about the reasoning test, what is its function and why is it effective? Then keep reading this article! 

1. What are the differences between assessments and resumes? 
2. What are assessments?
3. What are the benefits of this method? 
4. What is screening and how is it done? 
   1. Smith's ruler
5. What is the function of the rationality test? 
6. Why use the rationality test? 
7. Does the rationality test really work?

 

1. What is the difference between assessments and resumes? 

 

Before talking about the rationality test, it’s necessary to first understand. what assessmentsare, their respective functionality and their relevance among this business environment 

 

Nowadays, it is very common to witness several people who are hired through their resume and fired due to their behavior. 

 

In fact, factors such as poor performance, inadequacy to the company's culture and possible relationship problems with co-workers, are some of the main causes in the country that can contribute to the dismissal of the employee in question, according to some surveys carried out. 

 

While currently the vast majority of companies are looking for employees who are efficient, competent and who are also fully committed to their work. 

 

Thus, the traditional curricula may not be enough and perhaps not even the most appropriate when assessing a candidate and deciding whether he is fully qualified or not to exercise the position for which he has applied. 

 

Even more so when the job market has become increasingly competitive and many professionals, in most cases, are fighting for the same job vacancy.. 

 

Therefore, the information contained on a simple sheet of paper may not be enough to qualify the professional for the position in question, with some exceptions. 

 

A resume, basically, is a sheet that contains all the professional qualifications of the individual. 

 

However, companies seek more than just knowledge about which courses and positions the professional has already obtained. Because these do not necessarily mean the qualification and competence of the employee, they are just a few references of value. There are others out there. 

 

But they don't say much about their real values and skills, as well as the real challenges they've been through.

 

2. What are assessments? 

 

Tests of the Rationality method have been increasingly used by companies, as they are considered excellent predictors of performance.

We risk saying that a mere resume / cv analysis has become a “primitive” method, biased and not very assertive in relation to the current work scenario. 

 

After all, information contained on a piece of paper is generally not the best way to define whether that individual will become a valuable professional for the company. 

 

Then comes the selection process to choose who is apparently more fit.

 

And, during a selection process, what would be the most suitable methodology to define if the individual fits the position?

 

Well, in addition to the required technical skills, behavioral skills are also required and should be in accordance to each job profile. 

 

Based on these points, there are some tools for psychometric analysis, known as assessments, whose use has become widespread. They are faithful allies during the selection process. 

 

Basically, assessments are a set of different tools used to carefully analyze and assess a person's behavior and certain skills in the face of various situations and scenarios.

 

Thus, we are able to determine with more assertiveness whether the candidate has the potential, profile and skills to occupy the position and comply with all the required requirements.

 

3. What are the benefits of this method? 

 

A multitude of companies have already adopted this effective methodology to better assess candidates, their personality traits and behavior in certain situations. 

 

Following this concept, they are able to be more assertive in the screening process to select the most suitable candidate for the vacancy in question. 

 

As we know, curricula can be quite superficial and not very assertive for candidate analysis.. 

 

In the market there are a variety of assessments tools that can be used to assess the candidate, and each of them has very different criteria that fit in certain contexts. 

 

However, the best known are usually psychometric tests, that is, personality tests, reasoning tests and behavioral tests. 

 

As previously mentioned, these tests are beneficial for the company to get to know the candidates in a more standardized and analytical way. 

 

With the assurance of more assertiveness in the selection, we have increased productivity and reduced costs related to the hiring and firing of employees. 

 

However, for the candidate himself, the tests performed serve as a self-knowledge mechanism. 

 

As well as aspects of his personality, he will understand which are the strongest points and which are the points that need to be worked on, so that he can develop and become an increasingly better and more competent professional. 

 

Thus, the result obtained will be much more efficient and assertive due to this more advanced selection process; which hires the most qualified individuals and who also fit the position to perform their respective function effectively.

 

4. What is screening and how is it done? 

 

 

But what is screening? This is the stage of the selection process in which a candidate filtering is carried out, in which the candidates who most fit within the prerequisites of the position evolve to the next stage. 

 

There are several ways to perform this screening, however, the most common is by resume analysis.. 

 

With the constant advancement of technology, most companies have put aside printed resume evaluations and started using digital formats. However, this process can still be extremely slow and fraught with bias. 

 

Still not a believer? Access now: Report - Selection by resumes causes discrimination by gender, color and age

 

Therefore, after finding the most suitable candidates for the position, the company contacts the chosen individuals so that an interview can be carried out. 

 

What happens most of the time is that few resumes are actually evaluated, many interviews are done, and the company ends up wasting a lot of time and efficiency.

 

This is because, as has been noted several times, the resume is not the best way to select candidates..

 

Smith's ruler

 

Below is a rule / concept developed by Mike Smith, a researcher at the University of Manchester, based on the results of 80 years of studies in organizational psychology. This rule shows the correlation of some selection methods with prediction of future performance..

 

 

The box marked “Educational Qualifications” is precisely related to the evaluation of the curriculum and has a very low correlation with performance.

 

The boxes marked in blue show different types of psychometric tests, each with a certain correlation with performance, more relevant than the resume.

 

Of course, this correlation varies from position to position, but it is safe to say that it works better than reading educational qualifications.

 

I highlight here the assessment of cognitive ability, which is the test marked as highest on the rule. A test of cognitive ability is nothing more than a test of reasoning.

 

Assessment tools, such as the reasoning test, have gained a lot of notoriety recently.

 

They are a method with proven effectiveness to evaluate the profiles and measure more carefully certain aspects of the candidate's personality. 

 

Therefore, it is much more certain that the company will be hiring an employee who meets the requirements and fits perfectly within the requirements of the job.

 

5. What is the function of the rationality test? 

 

It is a known fact that assessment tools are crucial during screening. 

 

These tools are able to reveal certain aspects of the candidate that cannot be found in a simple resume. 

 

Although the resume has been used for a long time as the only method of screening candidates, it is because of this flawed selection process that many employees are fired. 

 

Although their résumés corresponded to the necessary demands, the employees did not live up to expectations. 

 

And how can the earlier mentioned fluid rationality test reduce these unwanted firings?

 

Well, now that you are more familiar with the term assessments and what its main purpose is, we will see below how the rationality test is generally applied. 

 

So, you can understand a little about this effective methodology that has been increasingly used by companies to get a better assessment of their candidates. 

 

The fluid rationality test is an assessment, ou seja, faz parte do conjunto de ferramentas de avaliação. 

 

The fluid rationality test is an assessment that is part of the set of assessment tools.

 

Generally, the fluid rationality test is used during selection processes to measure the candidate's intelligence.

 

So, there are a variety of different rationality tests. However, the most well-known and used ones are the logical rationality test and the fluid rationality test. They look at different types of intelligence, as explained in the video below:

 

 

We will see below a little more about each test. 

 

Logical rationality test 

 

Logical rationality tests are usually based on mathematical questions, text interpretation and even general knowledge. Therefore, this test addresses points focused on crystallized intelligence.

 

Therefore, candidates who have more practice in exact tests will find it easier to answer questions, and others with a higher level of education will have more knowledge in certain subjects. 

 

For many, logic can be considered as a faithful and extremely necessary companion in our daily lives, to. analyze situations and solve problems. 

 

For this, the candidate's rationality is put to the test, and the individual will have to reason in a logical way in the face of certain situations. 

 

Several people associate rationality tests with mathematics. Although mathematics is indeed present in these tests, they are not the predominant factor. 

 

Because the logical rationality test also has the function of determining other capabilities, including:

 

• To reason with clarity and agility; 
• Strategic planning; 
• Ability to interpret statements; 
• Find answers to situations under stress and in a short period of time. 

 

Therefore, the logical rationality test may not be the right tool to measure candidates' fluid, or innate, intelligence. 

 

However, they are effective in determining the individual's level of knowledge about the respective subjects. 

 

It is worth mentioning that there is more than one type of logical reasoning: inductive, deductive and abductive. 

 

Fluid rationality test 

 

Fluid rationality tests have the main objective of measuring the construction of fluid intelligence.

 

Fluid intelligence is considered the ability to solve new problems immediately, that is, instinctively and with dexterity. This method also includes some logical rationality; however, it is a more comprehensive concept. 

 

In this way, fluid rationality tests seek to measure the construction of fluid intelligence, when an individual is presented with situations or tasks in which he has never been in before nor practiced and which cannot be performed immediately, without critical thinking. 

 

In other words, it is ideal for assessing how the candidate performs under certain relatively new situations and what his methodologies are for solving tasks quickly and efficiently.

 

The fluid rationality test is a very important tool to optimize people's decision making. Especially in versatile and generalist positions, or positions that require problem solving. It is a very important factor in ensuring performance.

 

For this reason, many companies use a fluid rationality test to assess their candidates' cognitive ability

 

Mindmatch is the main assessments product of Mindsight and contains a fluid rationality test. Schedule a meeting to speak with us know!

 

6. Why use the rationality test? 

 

Currently, many companies have adopted this methodology during selection processes, precisely because it is an assertive and efficient way to screen candidates. 

 

From this premise, we can understand that the rationality test, as well as other assessments, are important for the appraiser. 

 

Because the appraiser will be able to better assess the decision-making abilities and the way (and why) the candidate reasoned that way in the face of new situations. 

 

 

Therefore, a candidate who has good fluid rationality is likely to be a better performing professional.

 

Therefore, using rationality tests to hire an employee who has more intelligence to deal with their job, can be extremely beneficial for a variety of reasons, such as:

 

• Increased productivity
• Faster and more effective decision making
• Autonomy to handle complex projects. 

 

In addition, the test may be essential so that the final choice is not made only on the basis of resumes and interviews. As this old fashion form can be less assertive during the screening process. 

 

In addition, by carrying out other tests it is possible to have a more solid idea about the candidate's profile, as well as his / her skills and competences. Check out the complete battery of tests that Mindsight offers.

 

So, it can be said with some degree of certainty, that the tests are important and contribute significantly to the admission of employees who are better suited to the demands of the job and who comply with the requirements.. 

 

This way, the company will have less expenses related to hiring and firing employees, as previously mentioned

 

7. Does the rationality test really work? 

 

 

But do these tests really work? This is a big question that most people have in mind when they encounter the assessments tools.

 

Especially because it can seem to be a somewhat complicated task to measure people and define them through some tests. 

 

However, if we think that the alternative is to evaluate them through their resume, it is very clear that realizing these tests is a more assertive selection method. After all, the tests are a standardized assessment, statistically validated and are exempt from background assessment or biases.

 

It is no wonder that they have become a market tendency and several companies have already adopted this methodology. 

 

Therefore, it is worth investing in these tests, to better analyze the candidate and understand how he can fit into the vacancy. 

 

In addition, the use of the rationality test and other tests provides some advantages for the company.

 

When hiring the candidate who most fits the position, the result will be an employee who performs his / her role with competence. Also contributing to the organization's growth and increased productivity. 

 

Finally, what did you think of this content? Still have any questions? Learn more about Mindsight tests. And leave your comments on the subject! 

 

Mas afinal, o que é REDUCTION? O conceito até que é simples. Ele é a medida de rotatividade dos seus funcionários. E pode ser um indicador essencial para entender vários aspectos da sua gestão de pessoas.

 

 

Quando a rotatividade está fora do nível esperado ou muito distante de uma comparação histórica, diversos problemas podem estar acontecendo. Um deles é a questão da seleção de pessoas, pois os contratados não estão se adaptando à organização.

 

Outro problema é de organizational climate, quando algum acontecimento geral da empresa levou ao desengajamento dos funcionários e consequentemente a vários pedidos de desligamento.

 

Se o REDUCTION está acontecendo de forma concentrada em uma determinada área, isso pode ser um indicativo de problemas de liderança. Ou seja: é preciso monitorar esse indicador de perto para entender não só o que ele representa para sua empresa, mas também os motivos que o causaram.

 

Você já entendeu que este é um assunto importante, certo? A seguir então, vamos te mostrar quais são os tipos de REDUCTION, se ele é sempre ruim, como calculá-lo e também como evitá-lo. Check it out here:

 

1. O que é REDUCTION na prática?
2. Quais os impactos na organização
3. Conheça quais são os tipos de REDUCTION
4. Ele é sempre ruim? Ou pode ser bom?
5. Aprenda como calcular e monitorar o REDUCTION da sua empresa

 

1. O que é REDUCTION na prática?

 

 

Vamos então recapitular o que é REDUCTION e aprofundar esse conceito. O termo é, ao pé da letra, o ato de substituir um funcionário por um novo.

 

Dentro do RH, quando falamos sobre o REDUCTION da empresa, estamos nos referindo à taxa percentual de rotatividade da empresa. Logo, ele é a porcentagem de funcionários, dentre o número total da organização, que sai em um determinado período de tempo.

 

A maioria das organizações mede a rotatividade durante o período de um ano fiscal ou civil. Além do REDUCTION anual, muitas o acompanham mensalmente e até mesmo calculam por área ou unidade de negócio. Falaremos mais sobre isso num tópico adiante.

 

É importante dizer que o REDUCTION inclui qualquer saída de funcionário, incluindo demissões voluntárias, demissões involuntárias, rescisões, aposentadorias, transferências de local ou até mortes. Porém, essas saídas constituem diferentes tipos de REDUCTION.

 

2. Quais os impactos na organização

 

Agora que você já sabe o que é REDUCTION, vamos falar um pouco dos seus impactos. Como você já deve imaginar, uma alta taxa de rotatividade causa instabilidade na equipe, aumenta a necessidade de treinamentos e pode prejudicar o andamento dos projetos.

 

Mas vamos pensar um pouco mais além da gestão de pessoas pura, pode ser? Apesar de cada empresa ter um propósito único e ligado diretamente ao seu negócio, todas têm um objetivo comum, que é a lucratividade.

 

Logo, não é difícil entender que um REDUCTION instável pode prejudicar fortemente a previsibilidade financeira da empresa, certo? Vamos conferir os gastos que a rotatividade causa:

 

• gastos com novas contratações e processos de seleção
• despesas trabalhistas de desligamento e contratação de funcionários
• gastos com treinamento e capacitação de colaboradores que ingressam na empresa
• atraso em projetos que seriam fonte de receita
• perda de relacionamento com clientes, parceiros e fornecedores, no caso de funcionários ligados a essas funções
• custos indiretos, no caso de executivos, como ações e participações.

 

Com essa lista, conseguimos perceber que alguns custos são óbvios, mas existem muitos outros que não vêm à mente tão fácil. Como entender então todos os custos de uma saída de funcionário?

 

Entenda como classificar os custos decorrentes de um REDUCTION

 

Vimos acima que existem diversos custos de um REDUCTION para a empresa. Porém, alguns são instantâneos, outros são de longo prazo, alguns são diretos e outros indiretos. Entenda a classificação:

 

• Primário: custos diretamente ligados ao processo de desligamento e substituição de colaboradores como rescisão e encargos trabalhistas
• Secundário: neste caso, contabilizamos custos relacionados aos efeitos colaterais e instantâneos do turnover. Por exemplo, a diminuição da produtividade da equipe
• Terciário: leva em consideração aspectos de médio e longo prazo. Por exemplo a reputação da empresa a partir dos relacionamentos que o funcionário havia cultivado como representante da organização.

 

Seja primário, secundário ou terciário, a conclusão é uma só: o REDUCTION é custoso para qualquer empresa. A saída de um funcionário custa tempo, dinheiro e outros recursos.

 

Algumas pesquisas mostram que os custos diretos de substituição de uma pessoa giram entre 50% e 60% do salário anual do funcionário, e os custos totais podem chegar a 200%.

 

Veja o vídeo que explora mais sobre o assunto:

 

 

Apesar desses números, nem todo REDUCTION é ruim. Que tal entender quais são os tipos de REDUCTION e em quais casos ele pode ser bom? É só continuar a leitura!

 

3. Conheça quais são os tipos de REDUCTION

 

 

Existem diversos motivos por trás de um REDUCTION. Ofertas de emprego mais atraentes, mudança de cidade, aposentadoria, insatisfação com o trabalho, demissões. Todos são causas plausíveis para uma saída. Seu funcionário pode até mesmo ganhar na loteria e resolver parar de trabalhar.

 

O que precisamos levar em consideração é que cada REDUCTION tem uma implicação organizacional diferente. Para entender isso mais a fundo, vamos definir os tipos de REDUCTION.

 

A primeira distinção que fazemos é entre REDUCTION voluntário e involuntário.

 

Turnover involuntário

 

The REDUCTION é chamado de involuntário quando é iniciado pela organização. Ou seja, quando a empresa demite um funcionário por questões de desempenho, comportamentais ou de estrutura da organização.

 

Quando o motivo é desempenho ou comportamento, fica a pergunta: será que esse funcionário deveria ter sido contratado, para começo de conversa?

 

Também podemos inferir que houve algum problema na gestão dessa pessoa. De toda forma, é algo a ser monitorado, assunto que será tratado mais à frente.

 

Turnover voluntário

 

Chamamos de REDUCTION voluntário quando a saída é iniciada pelo funcionário. Isso pode ocorrer, por exemplo, quando essa pessoa recebe uma oferta de emprego em outra organização.

 

Para gerenciar esse REDUCTION, é necessário entender profundamente por que os funcionários saem ou ficam na empresa, além de traçar estratégias para reter talentos.

 

Dentro do REDUCTION voluntário, podemos ter uma distinção entre funcional e disfuncional. A distinção é relativa, mas vamos tentar entendê-la:

 

I. Turnover voluntário funcional

 

As saídas chamadas de funcionais são as que não prejudicam a organização de maneira significativa. Por isso é um conceito extremamente relativo e precisa ser entendido dentro do contexto do negócio e das pessoas que o compõem.

 

Um REDUCTION funcional pode ser, por exemplo, de um funcionário com desempenho ruim, que logo seria desligado. Ou mesmo um funcionário cuja posição é de muito fácil substituição e praticamente não exige treinamento.

 

O importante é entender que o que torna um funcionário valioso e difícil de substituir varia de acordo com o trabalho, organização, indústria e até mesmo a economia e a maturidade da empresa.

 

II. Turnover voluntário disfuncional

 

Como você já deve imaginar, o REDUCTION disfuncional é aquele que é prejudicial para a organização. Quando você perde um talento ou alguém de uma posição bem específica e difícil de substituir, o prejuízo para a organização é enorme.

 

Como vimos acima, um REDUCTION pode ser muito custoso para a organização. E o caso disfuncional é o que esse custo é mais elevado.

 

Outra saída considerada disfuncional é aquela que prejudica a diversidade da organização. Por exemplo, vamos supor que já existam bem poucas mulheres na sua organização e, de repente, muitas delas saem. Isso pode ser bem ruim para o seu negócio.

 

A rotatividade disfuncional ainda se divide em mais duas categorias: evitável e inevitável.

 

• Evitável: é quando a organização tem a possibilidade de interferir na situação. Por exemplo, quando alguém sai porque o clima da empresa está ruim. Nesse caso, a organização poderia ter atuado para melhorar o ambiente
• Inevitável: é quando a organização não consegue interferir na situação, pois é externa à empresa. Quando o pedido de demissão vem por motivos pessoais como mudanças familiares, por exemplo, a saída é inevitável.

 

Essa distinção é importante, porque faz pouco sentido investir em combater o REDUCTION inevitável. Foque seus esforços no que é essencial.

 

4. Ele é sempre ruim? Ou pode ser bom?

 

 

 

A partir da classificação dos tipos de REDUCTION, já fica claro que alguns são menos impactantes para a organização que outros. Algumas pessoas argumentariam até que o REDUCTION voluntário de pessoas de baixo desempenho é bom para a organização.

 

De toda forma, por mais que a pessoa estivesse com um baixo desempenho, você ainda gastou com ela, para contratar e treinar. Logo, a saída dela antes que fosse demitida não é exatamente boa, apenas menos ruim.

 

Agora, existe uma teoria que coloca que o REDUCTION muito baixo é, de fato, ruim para a organização. Um artigo da Forbes argumenta que a falta de atrito na organização pode diminuir a criatividade e criticidade das equipes. E um baixo REDUCTION é indicativo de falta de atrito.

 

Confira um trecho traduzido da matéria:

 

5. Aprenda como calcular e monitorar o REDUCTION da sua empresa

 

 

Taxa de Rotatividade = (nº de desligamentos por ano ÷ média de funcionários ativos no mesmo ano) * 100

 

(Maiores explicações sobre essa e outras fórmulas podem ser encontradas aqui.)

 

Como falamos anteriormente, mais importante do que ter o número em si é entender os motivos por trás de cada demissão.

 

Para fazer essa coleta de motivos por trás do REDUCTION, recomendamos as entrevistas de desligamento para os casos voluntários. Afinal, quando ele é involuntário, a decisão partiu da empresa, e o acesso aos porquês será fácil.

 

Já no caso do voluntário, a boa prática é já agendar a entrevista no momento do pedido de demissão. Na entrevista o objetivo é explorar hipóteses e conseguir classificar o REDUCTION.

 

The REDUCTION voluntário disfuncional evitável é com o que você mais deve se preocupar. Crie categorias, liste motivos padrões e entenda. Sua melhor ferramenta nesse momento é a habilidade de escutar, pois te ajudará a detectar erros de gestão de pessoas que poderão ser evitados no futuro.

 

Comparativos

 

A partir do entendimento dos motivos, você poderá traçar comparativos:

 

• Histórico: O seu REDUCTION está diminuindo ou aumentando? Você sabe o porquê? Existe alguma tendência histórica de variação desses dados? Há algum mês do ano em que ele normalmente aumenta ou diminui? Entenda.
• Mercado: Faça benchmarkings. Qual é a taxa de REDUCTION de outras empresas do seu segmento? Essa informação pode não ser tão fácil de obter, mas com certeza é valiosa. Se a sua indústria tem posições muito específicas, a tendência de REDUCTION disfuncional é maior. Compare.
• Áreas: existem áreas com REDUCTION mais elevado? Por quê? E as áreas com turnover mais baixo? O que elas têm feito para conseguir essa retenção? Aprofunde.

 

Entender profundamente o seu REDUCTION é o primeiro passo para traçar planos de ação para combatê-lo. Não deixe essa análise para depois. Esse é o tipo de esforço em que não é difícil colher resultados, eles virão naturalmente.

 

 

Se você gostou do conteúdo, tem alguma dúvida ou sugestão, te convidamos a deixar o seu comentário na caixa abaixo! Para mais informações sobre nossas soluções, agende uma conversa conosco.

 

Os testes para recruitment and selection process vieram para revolucionar o mercado de RH. Certamente você já ouviu falar deles, mas como a empresa em que você trabalha vem utilizando esses testes?

 

Despite being part of the daily life of large companies, small and medium businesses are still unfamiliar with recruitment tests. Amazingly, there are há empresas que ainda usam o the resume as a form of selection.

 

A tecnologia veio escancarar e mudar conceitos, isso é fato. Porém, será que as empresas a estão usando corretamente? Até que ponto as contratações estão sendo realmente efetivas e a tecnologia está ajudando a reduzir custo nessa área?

 

These are the questions that need to be answered. After all, the main objective of recruitment tests is to improve the selection process, evitando a necessidade da recontratação e por consequência evitando um custo mais elevado no processo. Neste texto, iremos abordar:

 

1. A efetividade de testes para recrutamento e seleção
2. What are these psychometric tests?
3. Understanding the candidate's improvement points, desires and anxieties
4. Types of tests for recruitment and selection
5. Using the right test for the right position
6. A summary about Mindsight
7. Mindmatch - A complete method with proven results
8. Put your company ahead of the market

 

1. A efetividade de testes para recrutamento e seleção

 

 

We are not saying that the resume needs to be discarded. Far from it. But it does not need to be used in all cases, only in specific cases.

 

An example of this would be the necessidade de uma certificação específica hiring due to regulatory requirements, such as a pharmacist, for example. However, to what extent does the resume indicate the profile of this professional?

 

Note that the resume the resume may guide the company to know that the professional actually meets the regulatory requirement, but it is not enough to know if it is aligned with the organizational culture of the company.

 

Nevertheless, os testes acabam garantindo efetividade. In other words, it is easier to get to know what the candidate's desires are, their (his/her) expectations, their way of seeing the world and, with that, to know if they fit the profile of the company.

 

A candidate with a desirable resume is not always the best candidate. In many cases, the company is looking for someone that can be molded in its own (company) way, and a candidate who has extensive experience can bring on unwanted habits.

 

On the other hand, in other situations, for more senior positions, for example, the company may also be looking for a candidate who brings extensive experience, regardless of whether he comes with work habits or not. But the cultural fit and the appropriate profile for the position remain relevant.

 

Thus, to precisely improve improve this screening process, recruitment tests are necessary. In addition, there is a huge reduction within the screening process, and as the old saying goes "time is money".

 

2. What are these psychometric tests?

 

Well, until now we talked about how technology can help hiring and how recruitment tests can help in this process, but now the following question comes up: how are psychometric tests done?

 

In general, psychometric tests are formed by a standardized series of exercises or questions that aim to assess a specific individual characteristic of the candidate.

 

Sendo assim, por meio desses testes é possível identificar as habilidades que tem, o conhecimento, as aptidões, as atitudes, os interesses e até mesmo a personality traits. O resultado é dado por indicadores de características.

 

Thus, when measuring various items, it is possible to arrive at more reliable and valid results for the characteristic indicator. A psychometric test will thus identify the candidate's characteristics regardless of their background.

 

As it is possible to see, when evaluating the necessary characteristics of the candidate through a psychometric test, it is possible to avoid bias no momento da seleção, e chegar a um resultado muito mais preciso.

 

3. Understanding the candidate's improvement points, desires and anxieties

 

 

Nowadays, there is a lot of talk about empathy. Mainly aimed at understanding the final consumer and avoiding waste of productivity by adding values that do not really make a difference to the customer.

 

Essa mesma lógica deve ser levada para o processo seletivo. Quanto mais empatia for empregada no processo seletivo, mais efetiva será a seleção. Ainda é comum ocorrerem diversos tipos de vieses na seleção como:

 

• Confirmation bias - In which people prefer information that confirms their beliefs and hypotheses, regardless of whether they are true
• Halo Effect and Horn Effect – Tendency of a positive or negative first impression that will interfere in the positive or negative evaluation of the entire hiring process
• Self-serving Bias – Have a more positive perception of yourself than actual reality.

 

Note that these biases that often occur in the interview or resume evaluation processes end up breaking all empathy. It is as if the recruiter is looking for a candidate who speaks what he wants to hear.

 

It is precisely to break this paradigm that the tests for recruitment and selection started to present themselves as an excellent hiring tool.

 

Through them, it is possible to really understand the candidates' improvement points, their desires and anxieties, the positive and negative experiences they have already gone through, the marks that have been generated, their future perspectives, and the way they see the world.

 

Finally, when identifying these set of factors, there is greater precision in the selection process, which avoids any rework and, consequently, decreases selection costs.

 

4. Types of tests for recruitment and selection

 

We have seen so far that selection tests help to hire better. But how to use these tests? In fact, what are the types of tests that can be used?

 

We have said so far that it is necessary to use recruitment and selection tests to improve the hiring process. Now, let's explain a little bit about each of these tests that can be used in your company.

 

Personality test

There are personality tests that help employers get a comprehensive picture of a candidate's profile. Personality tests often measure things like extraversion, assertiveness, communication, analytical skills and more. There are many methodologies on the market, such as DISC and MBTI. The current most scientifically validated methodology is the Big Five. Big Five.

 

Job knowledge tests

Tests are often created to understand the candidates' degree of knowledge on specific subjects that are required to perform in the job. It usually occurs for more technical or more senior positions.

 

Cultural Fit reviews

These assessments often compare a candidate's preference for some cultural factors versus the actual culture of an organization for which they are applying. These assessments help companies understand how a candidate's values align with their organization's values.

 

Cognitive ability test (reasoning)

These tests help to estimate each candidate's ability to use mental processes, assessing important cognitive skills such as fluid, logical, verbal and numerical reasoning.

 

Hard skills test

Algumas posições exigem que os candidatos tenham hard skills to qualify for the vacancy. Typing speed, proficiency in a foreign language and software programming are examples of hard skills at work.

 

Situational Judgment Test - SJT (Situational tests)

The Situational Judgement Test, or SJT, presents candidates with different scenarios that they may face in the job for which they are applying. They are designed to assess how well candidates handle different social situations in the workplace.

 

Personal skills assessments

As habilidades pessoais são as habilidades não técnicas necessárias para executar um trabalho, como boa comunicação, resolução de problemas, trabalho em equipe e integridade. Os recrutadores podem avaliar candidatos e contratar aqueles que tem as habilidades certas para a posição, se as tarefas específicas do trabalho puderem ser aprendidas ao longo do tempo.

 

Other recruitment and selection tests

There are also some other types of tests for recruitment and selection. For example, some companies require drug testing as part of the job vacancy screening, and others require tests of physical ability.

 

The video below explores more about different tests that can be used for recruitment and selection:

 

5. Using the right test for the right position

 

It became clear that each type of test is used in a given situation according to the prerequisites of the ob vacancy.

 

The profile for a programmer's position should not be the same as a sales manager's position, for example. One needs to be much more analytical, and the other needs to have a much greater communication power.

 

Every company needs to have this very clear during the process, and thus know how to apply the recruitment tests more appropriately.

 

However, this is a point that ends up making many HR professionals get lost, as the professional ends up not knowing how to compile the tests. And not all software is capable of carrying out a battery of tests effectively.

 

Having a program that makes it possible to carry out a battery of tests suitable for different types of selection process is essential to help the HR department in this journey. That's where Mindsight comes in.

 

6. About Mindsight

 

Mindsight is a company that combines organizational psychology with technology. Its objective is quite simple: to predict performance.

 

Therefore, the system used joins these two points in order to help companies select the best candidate for a given job vacancy.

 

Several studies have already shown that there is a low correlation between educational qualification (the famous resume) and performance. In addition, of course, to what we have already said: a resume selection process leads to several unconscious biases against minorities.

 

This has a lot to do with our purpose: ajudar as empresas a tomar decisões sobre pessoas mais precisas. Os testes psicométricos, juntamente com algoritmos de Machine learning algorithms that we use to guarantee this assertiveness, make up Mindmatch, our recruitment and selection product.

 

Find out about the product in the next section.

 

7. Mindmatch - A complete method with proven results

 

 

Mindmatch is a software that uses scientifically proven methods in order to predict future performance. This result is obtained through psychometric tests and Machine learningmachine learning algorithms. In other words, we use artificial intelligence to help the selection process.

 

This is an intelligent and agile solution to screen candidates in an analítica, precisa e justa. Through a combination of psychometric tests and artificial intelligence, we are able to predict who are the most suitable candidates for a given job vacancy.

 

We also take into account, the candidate's innate potential . Thus, it avoids prejudices that may arise in the selection process, as it does not take into account background and any physical characteristics, making the process much more just. background information e nenhuma característica física, tornando o processo muito mais justo.

 

For each type of company and their job opening, different algorithmsare used, according to what makes the most sense in that context. The algorithms can be chosen from some standard models that Mindsight has, or customized models can be built for the company.

 

Com isso são eliminados o achismo e também o viés, algo bastante comum em um processo de contratação. Isso ajuda não somente sua empresa a contratar de maneira mais precisa, como também a se tornar uma empresa mais diversa.

 

8. Put your company ahead of the market

 

As our system does not take into account age, gender, race, among other sources of bias, your company becomes more diversa. This prevents the emergence of a predetermined pattern of candidates.

 

 

It doesn't matter if the male person has long hair or if the female person has short hair. What are taken into account are the characteristics such as personality, reasoning ability and social, motivational and cultural fit.

 

These are the aspects that will make a difference in the daily life of the company. Furthermore, a diverse work culture is also essential for creativity to be a natural part of your business.

 

Hoje, mais do que nunca é preciso pensar fora da caixa. É preciso pensar em soluções nunca antes pensadas. O mundo está em constante transformação.

 

Many companies are falling behind precisely because they do not keep up with technology and world trends. Therefore, it is necessary that a company reinvents itself every day, always finding new solutions to the most varied of problems.

 

There is no more time to do it the same-old-way and expect for different results. The outcome of an organization depends on the people who work in it. And these people are there because in one way or another they were selected by the company.

 

Então se você quer fazer diferente, quer reduzir custos com processo seletivo e ao mesmo tempo ter uma contratação mais ágil e efetiva, please contact us.Let's change the human resources market together.