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Attributes of the t3 framework:
the right stuff

The "right stuff" is about ensuring the right people are in place and ready to deliver. They feel strongly that they are working with a group of people they respect and can get the job done. The foundation of any team are the people who comprise it. The needs of any team go far beyond ensuring they "can do" the job itself (competence) and extend to areas that allow the team, and its individual members, to work effectively together in delivering the desired outcomes.

These include, for example, possessing a growth mindset, allowing people to adapt more effectively to adversity and solve problems that lead to a breakthrough (‘can do’ attitude). Openness to other’s ideas (a true team player), grit and positivity are other examples of traits of people that are important on any team.

Simply put, members of the team "can do, can do".

clarity & alignment

People and teams are clear on what they need to do and why it is important. High-performing team feel strongly that the direction is clear, and line-of-sight exists between their work and that of the teams or organization on the whole.

There is clarity in the vision, mission and objectives of the team and clarity in how such objectives cascade down to each and every member within it.

Clarity is nothing without alignment, at least over the longer-term. People who know what to do can certainly deliver some good results, within their own sphere of influence; however, alignment is vital for sustained execution excellence. Alignment suggests that people are committed to their role and what they need to do to produce good results.

Simply put, members of the team "know what to do."

empowerment

Empowerment is all about ensuring people have the freedom, support, and tools to deliver on what is expected along with the systems and process to work effectively together.

The nature of the way organizations are designed and the likelihood that most are populated by human beings leads to a natural dysfunction that often is referred to as silo thinking or behavior. Left alone, silo behavior and potentially relational-based conflict WILL arise. This calls for organizations to install a ritual that ensure these are outlined, clarified, and negotiated so that people can work effectively together in driving value for their customers, and the business.

Additionally, we find many teams that have too many priorities that are crippling the team’s effectiveness and/or leading to burnout. Typically, ad hoc demands from the business may be the culprit, and without a priority reconciliation process, frustration emerges.

Simply put, members of the team are "allowed and enabled to".

belonging

Belonging suggests that people fit within your organizational context—they "belong" here and are connected to the organization.

Organizations cannot afford to have disengaged employees—and yet, many in the workforce report being actively disengaged. Others are passively disengagement manifesting in some form of "quiet quitting." This results in lost productivity and an unhappy workplace in general.

While there are many factors that may be at play here, the most important one is a sense of connection people have with their company, a belief that they (the company) are doing the right thing (beyond making money) and that they are operating in a way that is consistent with making a real contribution to society. For newer generations of workers this is of particular importance. It all starts with purpose and values.

Simply put, members of the team "believe it's right to do".

agile execution

Agile Execution is all about how the team works together to adapt to dynamic conditions. It is our belief that no initial plan will survive for very long, placing a burden on the team to pivot consistently in order to deliver upon their strategic outcomes.

In today’s VUCA world, planning is taking on new forms as organizations recognize that within weeks after initiating any plan, it can be rendered, at worst case, useless, or in best case, intentions remain on track but how one gets there changes rapidly. The environment is simply too dynamic to invest months preparing, planning, and budgeting for a reality that may not exist in six months.

In our view, get the strategic intent right, plan on how to get there, and instill agile execution rituals that allow the team to adapt to the realities of executing against the plan.

Simply put, members of the team "will do what it takes with integrity".

togetherness

A sense of togetherness results when the teams do the other five attributes well, leading to sustained high-performance and lots of enjoyment working with fellow colleagues. No matter how remote a team may operate, leaders need to work to secure this sense of "togetherness" and, ideally, bring people together every so often.

In such teams, not only do you have exemplary engagement and behaviors from all constituent members but that final piece of "social glue" -- individuals motivated also by the very company of their team colleagues. This is the zone where intra-relationships are defined by shared levels of high professional respect and, indeed, deep friendships.

Team members bearing this attribute scale even greater heights (sometimes literally!) because not only are they passionate about what they do (as built on all the preceding qualities) but it is this comradeship that sits at the very nexus of this passion. There is no place they would rather be than with the companionship of their comrades and, with this fellowship, a sense of collective invincibility. For such teams, there is a mindset of "anything together".

Simply put, members of the team "build a legacy".

talent

Why personality assessments alone won’t identify top talent

back to all insights talent

More companies are using personality assessments than ever before. NBC News has reported that their usage is increasing by 20% each year. But are they the most effective way to measure and predict job performance? 

Below is the results of Frank Schmidt’s meta-analysis based on nearly a century of workplace productivity data. 

As you can see, applying personality tests alongside traditional recruitment methods creates a less effective process than using a multi-level assessment approach…But why is this the case?

Personality tests are easy to manipulate 

some candidates may try to reverse engineer these assessments in order to impress an assessor. For example, from a list of words a candidate will choose the most favorable ones to describe themselves, instead of what they truly like.

This is damaging to the overall hiring process. HR believes the candidate is someone they’re not and can result in the wrong applicant being hired. 

We are constantly changing 

A lot of personality tests are based on the four-quadrant personality model. This model is built to assess our states. These are the more fluid parts of our personality, for example, a person may be highly organized at work but is disorganized in their personal life. It is recommended that individuals frequently retake these tests because a person’s context regularly changes. Meaning it can be unreliable to predict a person’s job performance.

So we shouldn’t use personality tests in recruitment?

This depends on how you apply them. A strong recruitment process would include a multi assessment approach that tests a variety of traits, behavioral and cognitive factors. Combining these components make a personality test much more effective. Here are some factors that indicate a strong personality assessment:

  • They assess stable traits (instead of states). These are traits that are at the core of our personality, for example, how agreeable you are. Our platform uses the Big 5 Personality Model to measure these stable traits, which is the most reliable and scientifically backed personality model. The personality results are accurate for up to 6 months after they take the assessment.
  • They allow you to compare each applicant’s scores. This helps you assess the strongest candidate. For example, with Cognisess Pro you can compare an individual’s score against the general population and identify the top scores in the applicant pool.
  • They have an inbuilt ‘lie detector’. This helps detect candidates who are trying to ‘cheat’ by painting themselves in a more favorable light.  For example, in our new Lens Pro assessment you can choose between two options which are equally viable instead of two choices where it’s obvious what the ‘correct answer’ is. This helps an employer really get to know an applicant and the values they stand for. The process becomes about their true abilities, not the persona which they think will get them the job. 

A 360° recruitment process

Finding the right fit means assessing the whole person. By using a variety of assessments you will accurately understand each applicant’s behaviour, personality and cognitive attributes. Taking the time to understand the potential of your applicant pool will ensure you hire the right person who will thrive in a role. 

To get to this outcome you need an effective recruitment process. We have over 60 neuroscience assessments to suit your hiring needs. 

Please contact us if you would like help crafting a reliable and accurate recruitment process. 

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