HireLabs| PerspectiveThe Bottomline - Part I of III

A HireLabs Inc. ResearchJuly 2009

Steps to HCM success through Talent Assessments

Implementing a successful HCM system involves quite arobust, and an in-depth analysis of organization-wide requirements. But that is just the beginning.

For an HCM system to successfully integrate employee assessments for workforce development

means constant follow through on organizational needs – and since needs keep changing according to business dynamics, the whole process calls for a step-by-step process that could act as a guideline to align human capital development to organizational requirements.

In this first of 3 exclusive parts of The Bottom Line, I will mention a few steps that I have found to provide a solid basis for aligning performance management systems with organizational development needs that can act as a layer through which sub-layers can be structured and implemented upon:

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HCM and Talent Assessments:

Talent Series 2.0

Step 1

Share Best Practices – The need to improve communication throughout the organization cannot be more dire. As part of organizational alignment, companies need to make sure that a transparent, efficient, and specific communication model is in place. This nurtures sharing of information. Information is critical – and sharing best practices form the core of this critical-to-success information factor.

Increment increase in objectivity – Fact of the matter is: processes are only as good as the intelligent capital behind them. Even the world’s greatest of systems keep adapting to factoral changes. That is key! To adapt and move on as quickly as possible. And in order to be able to adapt to on-going changes, the process needs to have an objective that can afford to increase in value by an incremental system of increase in accountability.

Step 3

Data Mining – Focus on analyzing and measuring data information organization-wide to make better talent and business decisions. Analytic gives you the power to guide the whole process toward organizational success. One of the most suitable definitions of Analytics is

“The abstract separation of a whole into its constituent parts in order to study the parts and their relations”

This definition makes even more sense when you think about OrganizationaDNA [HireLabs OrgDNA structure]. Human Resource experts need to focus more on the Quality of data rather than Quantity.This method is practical as it provides for tremendous opportunities to measure performances based on empirical data that has been proven to have worked over time.

The ability of any organization to have dynamic systems that can quickly, efficiently, and practically align to specific organizational needs as and when they arise could ultimately become a key factor in how successful those individual organizations have been in implementing a holistic HCM system.

foundations upon which any number of organizational meta-programs can thrive.

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Step 2

In the next 2 remaining parts of The Bottomline, I will discuss further steps that can act as

have been used in talent identification and at leadership development programs at organizations including

and government agencies that are looking for an integrated human resource solution to better manage their talent. Hisstrong background in operations and finance has earned him a seat on the Board of Directors of Medicove, IntelligentFilms, and HireLabs. Mr. Qureshi conducted research in cellular biology. His interests reside in using concepts of SixSigma in building intelligent systems to predict human behavior.

About HireLabs Inc.

Mr. Qureshi, a serial entrepreneur, devised a methodology of quantifying human behavior through a process of Six

About Saleem Qureshi

Sigma. He holds a number of patents in the quantification of human behavior. His techniques of pairing and matching

HireLabs is a talent assessment company that grew out of Stanford University. It has used it’s intellectual propertybuilt over the last 9 years and built a highly scalable technology which is currently provided as a S.a.a.S solutions forworkforce development.

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LeadershipDNA, where he served as Vice Chairman. He recently developed the ‘ iHR’ concept for institutional clients

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