Building A Successful Business Without Talent
In the 20th century there arose a need to quantify talent among baseball players and an analytical approach through the use of sabermetrics came into existence. This concept became very prominent with Oakland Athletics.
This metric was supposed to replace the outdated and error prone betting average which was all about the number of times one hit the ball instead of being concerned with the number of scored runs.
Sabermetrics is useful in teams because it helps in identifying personnel to be used in building a cohesive unit instead of going through large market teams in building big names via free agency. This approach has been embraced by NFL
On the hand, business can embrace this approach because money is made from a few avenues:
i. KPLs equal profits.
This can be understood as; every lead amounts to X payment, every widget sold generates Y payment and every visitor got leads to Z leads. Actions result to certain productivity depending on the analytical practices used.
ii. Knowledge Base:
Every market has what is termed as valuable and worth knowing. Expertise and skills are always on demand on different fields.
iii. Cultural Fit: Though subjective, it is very crucial.
CopyPress is renowned for cultivating talent in people hence, does not deal with acquired talent. Acquired talent means somebody who has massive experience and sparkling resume in need of moving to the next level in career.
Cultivated talent can be understood as a person with a very thin resume but yet seeking a career. Because it is expensive going for the acquired talent, it is cheaper and convenient working with cultivated talent though they would have to adhere with the above concepts.
KPLs: At CopyPress attention is turned to each of the revenue earning employees with a need to find out how profitable each kpls granular is. One of the challenges is dealing with non-revenue generating employees but it can be used to quantify stewardship.
A practical example is individual entry-level positions in CopyPress.
In order to manage relationships between creatives and publishers, a connector is paid $ 13 per hour.
Organic methods are used in finding new publishers who are in turn responsible in getting content from creatives with an aim of maximizing traffic. A connector is like a content marketer and be aware of the content, audience and outreach.
Roles of connectors
i. Helps in identification of data in the software set.
ii. Helps in the building of a large inventory of publishers for software and enterprise clients for native advertising.
iii. Helps in creating training and creative market place
In spite of all these roles, knowing how well a connector does in contacting publishers per a day is more important. This means that a connector is responsible for publisher connection. Incase of low connections, the following is true:
i. Poor time management by connector
ii. It implies low number of new relationships to be generated.
iii. Total failure in understanding the data mining system
iv. Difficulty in managing current and ongoing relationships.
You should use KPLs to gauge your employees if you are after success.
In CopyPress, knowledge is perceived to be more powerful than degrees. New employees are always tested with skilled positions to find out what they know regardless of their resume.
In this way, it is easy to identify what new employees are ready to learn because many are self taught through the projects used in testing them.
CopyPress train its 80% of the positions hired because they are confident of their program and their knowledge is always powerful. These positions are filled with fundamental training without anything specific.
From 80%, KPLs seeks talent in people with knowledge about public relations, creative writing and editing.
Despite the fact that every company has a different cultural fit that defines its status quo, KPLs is unique in that its cultural fit is guided by the following:
i. Embracing team as a family
iii. No room for impossible
v. Being committed to training and testing
vi. Quality above products
vii. Prioritizing a customer that everything else
By these, a lot of people are well fitted to us but the following set of people are always the perfect fit for us:
i. Those with athletic background
ii. Those from musical background
iii. Those with military background
iv. Those used with volunteer experience.
One of the common characteristic of the above groups of people is that they have all been trained to embrace team work, always ready and willing to go for more and esteem others higher than themselves.
Advantages of this system
One of the strengths of this system is that it is based on accountability.
i. It looks at knowledge base and cultural fit during hiring.
ii. Analyzes KPLs
iii. One is ether on a two year training or is cut out
iv. Offers training and a strict ninety days trial
In a nutshell, nurturing talent is a cheaper means of balancing your operating costs than acquiring talent. Symmetrical talent development and supplementing with acquired talents when necessary is the way to go.