Leaderonomics

(Above: From left to right – John McLaughlin, commercial director of cut-e Singapore, Sharma KSK Lachu, CEO of cut-e Malaysia with Andreas Lohff, co-founder and CEO of cut-e group)

Human resources (HR) practitioners from top organisations in Malaysia recently had the opportunity to attend an event focused on new learning and ideas that ranged from ‘Developing leaders for a globally competitive Malaysia’ to ‘Big data: Data analytics in HR’.

Andreas Lohff, co-founder and CEO of the cut-e group which organised this day of learning, kicked off the event with an overview of the current use and trends of psychometric assessments in today’s dynamic market.

One of the most crucial processes of HR is analysing performance data. While some of the key issues in HR include productivity, customer satisfaction, absenteeism and turnover, HR data can be converted into data that are important to the board.

Dr Goh Chee Leong, dean of the School of Psychology Malaysia and vice president of HELP University, gave his keynote on the subject “Human Potential Beyond IQ”.

Running through a comparison of different theories, he said that “ability tests are a reliable value measure and a significant predictor of academic and work performance”.

A lot of research and case studies prove that psychometric tools, when utilised in an efficient and constructive manner, help companies to identify people with the accurate capabilities and cultural fit to deliver optimal and measurable business results.

Elisa Dass (pictured below), head of talent assessment for Leaderonomics shared her views on utilising assessments when recruiting leaders.

She mentioned that it is important to understand that there are different leaders for every stage of an organisation, and to map a route of where you are heading to.

A case study

John McLaughlin, commercial director of cut-e Singapore, presented a case study on Scoot Airlines and its selection criteria for every role.

In May 2011, the current CEO (then, the general manager of Japan) was asked to create an airline in 12 months and everything that goes along with it!

With their most crucial and difficult task being to source a wide variety of people quickly, McLaughlin stated that utilising the right mix of tools ensured that Scoot hired the strongest performers who are most likely to stay, whilst minimising weak performers who are most likely to leave. This also leaves room for an organisation to increase its focus on development.

Attendees of this event found it to be very beneficial as they were able to take home a variety of solutions and recommendations for their organisations.