Why Infor’s Talent Science Solution Enhances Recruitment and Retention of Top-Performers: A Psychological and Neuroscience Evaluation Overview

Amalgam Insights recently attended Infor’s Innovation Summit in New York City. Senior executives outlined a number of innovations being incorporated into Infor’s suite of products, including ERP, Supply Chain, CRM, and others. In addition to the growing influence of the Cloud, Coleman AI and Birst analytics – an impressive array of broad-based solutions was described.

In my role as a Psychological and Neuroscience Analyst at Amalgam Insights, my focus is on Infor’s Human Capital Management (HCM) solution. I have followed the solution for quite some time, with a particular interest in Infor’s Talent Science product. Dr. Jill Strange, Vice President, HCM Science Applications, provided an update, and Tricia Engel, Director of Talent Acquisition at Wyndham Destinations, outlined a specific use case and customer success story.

Infor’s Talent Science Solution

Infor’s Talent Science solution uses talent assessment and analytics to address the recruiting needs of the modern workplace. A one-size-fits-all approaches to recruitment leads to weak employee performance and engagement, poor job satisfaction and high turnover rates. What is needed are approaches that blend psychology and data science to more accurately assess, place, and retain high-performing talent. Talent Science—that combination of psychology and data science–can achieve these aims, and when incorporated into HCM platforms, can offer insights that are actionable and can increase engagement, performance, satisfaction, and retention.

Infor’s Talent Science team works with the client to identify and quantify the Key Performance Indicators (KPIs) associated with success in a particular job. Incumbent employees are administered a single, standardized assessment tool that yields a custom performance profile that captures cognitive, behavioral, and cultural components of the employee in the workplace. Infor’s Talent Science team then builds models that predict the KPIs for incumbent employees from their custom performance profiles. New job applicants are administered the same talent assessment tool, a custom performance profile is constructed for each, and a measure of “fit” is derived that reflects the overlap between the candidate’s performance profile and the ideal profile for the relevant job. Interestingly, but not surprisingly, in many cases the applicant is found to be a better fit for a job that they did not apply for, but for which the company has a need.

The Psychology and Neuroscience of Workplace Performance

Workplace performance is directly affected by the psychological and brain processing of the employee. Thus, it is important to understand the nature of this processing. The brain is comprised of at least three learning and performance systems. These include the cognitive, behavioral and cultural/emotional systems in the brain (as outlined in the schematic below).

  • The cognitive system relies on the prefrontal cortex, is limited by working memory and attentional processes, and is the primary system in the brain that drives workplace performance centered around utilizing information and fact-based knowledge. These are often referred to as hard skills.
  • The behavioral system relies on the striatum and is the primary system in the brain that drives workplace behaviors. The detailed processing characteristics of this system are beyond the scope of this report, but suffice it to say that workplace behavior is distinct from cognition and information. It is one thing to know “what” to do or to have information and knowledge, it is another thing (and driven by a different system in the brain) to know “how” to do it and to act appropriately on information and knowledge. These behavioral skills are often referred to as “soft skills”, and they are difficult to assess.
  • The cultural/emotional system relies on the amygdala and other limbic structures and is the primary driver of what makes each of us unique. Social, emotional and personality characteristics are directly relevant here. The detailed processing characteristics of this system are less well understood than the cognitive and behavioral skills learning systems, but cultural and emotional processes strongly affect both cognitive and behavioral performance.

Figure: Cognitive, Behavioral and Cultural/Emotional Systems in the Brain

Infor’s Talent Science Performance Profiles Align with the Psychology and Neuroscience of Workplace Performance

Infor’s talent assessment tool yields a custom performance profile for each individual that characterizes and quantifies their performance along these three factors. Therefore, the solution quantifies hard and soft skills abilities, as well as cultural/emotional abilities, all of which directly affect workplace performance. This is advantageous from a Human Capital Management perspective because it means that Infor’s solution has the potential to provide actionable insights about all of the important aspects of an employee’s performance through the full employee lifecycle from hire to retire. These insights could provide employers with the information that they need to increase employee performance, engagement, satisfaction, and retention – the goal of HR departments everywhere.

Conclusions and Recommendations

Infor’s Talent Science solution uses talent assessment and analytics to drive change through behavioral analysis. It is grounded in the psychology and neuroscience of learning and performance. Thirty years of foundational research suggests that this is the optimal approach to net long-term gains.

By capturing and quantifying the talent profile associated with each workforce position, Infor provides its clients with the ability to make fast and accurate hiring decisions and increase the long term success of any new hire.

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Infor and the 80% Solution: Coleman, Birst, GT Nexus, and CloudSuites

Better, Cheaper, Faster is a myth in a cloud-enabled world.
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When I represented Amalgam Insights at Inforum, I was wondering if I would be a fish out of water. After all, I am not an ERP analyst. I am not a retail analyst. I am not an HR technology analyst. And those are the first three things I think of when Infor comes to mind. As an analyst who focuses on technology consumption and bridging gaps between the CIO and CFO, I was wondering what would grab my attention other than Infor’s acquisition of Birst.

I was pleasantly surprised by the clarity of Infor’s vision of supporting industry-specific technology consumption. Infor ended up bringing up three key ideas that are core to the future of technology consumption and will end up being strategic considerations for the future of IT.

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AI Analyzes Infor’s Intent to Acquire Birst, A Cloud BI Trailblazer

World Cloud Information Big Data Data Global

On April 25th, enterprise application company Infor announced that it planned to acquire Birst, one of the leaders in the standalone Cloud BI world. Birst is expected to remain as a standalone solution and Infor will become Birst’s largest ISV as Birst becomes the analytic back-end for Infor-based applications. Amalgam Insights (AI) finds this to be interesting based on our long history of analyzing Birst.

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