Using Data Analytics to Assess Work Ethic

When you oversee the growth of a team from 6 to 100 employees in just over a year like I have, one of the biggest challenges you face is keeping up with recruitment requirements. When in rapid expansion mode, it is easy to lower standards and fall into a “just fill the seat” mentality. When this happens, high attrition generally follows.

One way to try and curb high attrition rates is to get better at measuring candidate work ethic. For most people assessing the work ethic of candidates is something that seems very subjective and not something that is east to apply metrics too. And in with that assumption, you are missing some very easy data points to capture and use in being more analytical in your recruitment process.  Let me highlight three data points to capture in the recruitment process that have a strong correlation to work ethic.

  • Timeliness
  • Resume Quality
  • Preparation for Interview

We all make note of these items during the process, and often include them in the overall evaluation of the candidate. But rarely is anyone capturing these items as data and using it to help measure work ethic and use it to predict work ethic once employed.

Timeliness is simple. Where they early, on-time, late, really late or a no show for any of the interviews in the process. If people are early or on-time it’s a positive and can show a general behavior once employed. On the other hand if a pattern of being late or not showing up is already evident before being hired, why would you expect that to change once they are part of your team?


One thing that is common here in the Philippines is dramatic excuses for being late or missing interviews. If you are or ever have done recruiting here, I am sure you can rattle of a long list of excuses; family emergency, death of a loved one, getting sick, and stuck in traffic being the ones I hear the most. Its easy to dismiss the excuse as a valid reason to be late or not show, but time and time again when we hire people who started like this, they don’t stick around. Putting a weight behind timeliness is extremely important. Over time you can track the attendance patterns of people you hired with low timeliness scores and I guarantee you that you will see a strong correlation between the two.

Resume Quality is also something that generally has a direct reflection on the candidate’s level of professionalism. If you are expecting someone to treat your business with respect and hard work, yet their resume is out of date, incomplete and/or full of typos, once again you are fooling yourself. Im sure we all think at some point the resume is just a resume and bad candidates can have good resumes and vice versa. Well if you do think that, then don’t you owe it to yourself to start tracking data to validate that. When you find you are mistaken, and bad resumes general equal bad employees, you can thank me. Come up with simple scoring system. Like an English teacher would grade a paper. Grade the resume and add the data to both your decision-making and your data analysis.

One of the deal breakers for me when I interview is how prepared is the candidate. When I ask them how did the hear about the job, and they say a friend told me to apply I get concerned. My follow up being did you research the company before coming here. When they say I didn’t. Its pretty close to an automatic fail. If a friend told them about the job, but they didn’t do anything to learn about the company it’s a clear sign they are not taking this serious. So why would I expect them to take their job serious once they start. Again come up with a simple scoring system to indicate how did they hear about the job, what kind of research did they do about the company and how much knowledge do they come in with about the job they are applying for.

So there, you go. That’s how you can add some powerful analytics to your recruitment process. Come up with you own measurements for timeliness, resume quality and interview preparation. Use them along side the tests and assessments and interviews, to build a more complete candidate profile. All track these data points over time to compare to data once they are an employee like schedule adherence, productivity and quality of work. I promise you, you will see strong correlations between the pre hire and post hire data.

HR & Recruitment Analytics – The recruitment and retention of top talent is the biggest challenge facing just about every organization. DMAIPH is a leading expert in empowering HR & Recruitment teams with analytics techniques to optimize their talent acquisition and management processes. Contact DMAIPH now at or connect with me directly to learn how to get more analytics in your HR & Recruitment process so you can rise to the top in the ever quickening demand for top talent.



Why Analytics Projects Fail: #3 – Lack of Management Support

Nothing sucks more for an analyst than taking on an analytics project without support from above. Great analysts are generally only great if they have bosses who advocate for more analytics.

If no one at the top really understands the benefits of implementing your project, if the leadership will continue to use their gut in decision-making regardless of what your project achieves, then start updating your resume. This outcome happens often when the company does not have a business culture supportive of data-driven decision-making.

In this day and age, good analysts are hard to come by…. You can make more money and be happier somewhere else. Trust me. The chances of you being able to turn analytics naysayers into big data believers is highly unlikely.

That said, if you chose to give it a try… here are a few thoughts on how to get management to become more supportive of your analytics project.

Watch the Brad Pitt movie Moneyball. It will inspire you. Read the book Enchantment by Guy Kawaskai. It will empower you. Im not joking. You cant do this on your own.

After that, then you need to do a few things.

First find the person in upper management most likely to get on board. Ask them to help you. Show them data that will outline the better new world after your project is complete. Tell them about analytics success stories (like Moneyball). Let them see your passion for data-driven decision-making. You need  Brad Pitt.


Next, using the concept of Enchantment, determine what is it about you and your project that will build trust. Will it create more transparency? Will it mitigate risk? Something that demonstrates how this project will increase the level of trust between everyone.

You also need to be likeable. Your project needs to be likeable too. What is it about the project that will make people happy? Who gets a better report, faster and with more useful data? Who gets to start using a business dashboard to make quicker and better decisions? What will each of the stakeholders like about this project.

And then you roll out the great cause. The monetary value generated from implantation. The level of risk mitigated. The better intelligence on competitors or about your market. What will be that great cause?

So now you are in a better position to be Jonah Hiil and go start changing minds and swinging opinions about your analytics project.

Analytics Culture – The key to using analytics in a business is like a secret sauce. It is a unique combination of analytics talent, technology and technique that are brought together to enrich and empower an organization. A successful analytics culture is not easy to create, but DMAIPH can show you how. Contact DMAIPH now at or connect with me directly so we can build a strategic plan to turn your company into analytics driven success story.

The Secrets of Money Ball Recruiting

“There are rich call centers, with big budgets and huge recruitment teams. There are poor call centers with small budgets and just a few people. Then there is 50 feet of crap. And there is us.”

I conducted a Recruitment Analytics Training yesterday and shared one of my methodologies. Based on the movie (and book) Moneyball, I talked about how to be successful you need to find undervalued candidates who other call centers have passed on.

“If we try and play like Convergys in here (with our recruitment efforts), we will lose to Convergys out there (on the streets looking for talent)”.


So we need to boil down the recruitment process to the one thing most important for our business in every single employee.

Some of my points:

  1. We spend too much time looking for trainable skills like Good English, Good Communicators and Good Interview Takers.
  2. We need to stop hiring job hoppers and people looking to move up without having paid their dues.
  3. The one skill set we cannot teach, that we need to start making our top priority… is dependability.
  4. Will they show up on time every day for work is the single biggest need we have.

So that’s the one personality trait we are placing at the top of our recruitment process. We need to probe and dig and research, to find out will they be someone who will show up for their shift everyday.

That’s our “get’s on base” metric like in MoneyBall.  We can’t help the customer if we are not at work ready to help the customer.

HR & Recruitment Analytics – The recruitment and retention of top talent is the biggest challenge facing just about every organization. DMAIPH is a leading expert in empowering HR & Recruitment teams with analytics techniques to optimize their talent acquisition and management processes. Contact DMAIPH now at or connect with me directly to learn how to get more analytics in your HR & Recruitment process so you can rise to the top in the ever quickening demand for top talent.