Storytelling About Almas With Brayden Olson And Rob Savette
Almas Insight is a data-driven HR software that helps businesses make better decisions about their employees. From hiring to team building and talent management, Almas is your solution. The platform uses contextual games to assess individuals’ capabilities and collects data about employees that can be used to improve the business’s overall performance.
Savette and Olson have backgrounds in game design and human capability measurement, respectively. They have merged their user experience knowledge and HR expertise together to create their passion project, Almog Insight. They believe that data about human beings is just as important as data about marketing or sales and that it should be accessible and usable in day-to-day business life. The software can identify high-performing employees, understand attrition, and build better teams, among many other applications.
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Brayden Olson And Rob Savette
Almas Insight - Because People Are Your Greatest Asset
Almas offers a cutting-edge approach to integrating objective, human-driven data into managing your workforce.
We are bringing the 4th-gen human capability assessment to organizations to solve the problems that are holding their people and goals back from success. Our gamified assessment method is immersive and backed by almost a decade of research.Follow
Storytelling About Almas With Brayden Olson And Rob Savette
William Tincup: [00:00:00] This is William Tincup and you are listening to the Use Case podcast. Today we have Rob Savette and Brayden Olson on from Almog Insight, and we’ll be talking about the business case, the use case for why customers and prospects use Almog. So while we do introductions, Rob, once you introduce yourself, Braden, and you can go and then someone introduce almost insights to every.
Brayden Olson: Someone should do that. Thanks William. Sure. I’m Rob sve. I’m a co-founder at, uh, Almog Insight with Braden. Of course. Uh, Brayden and I have worked together a couple of times now and, [00:01:00] uh, I don’t know, I was supposed to do, I guess my intro and then the company, but I’ll start with the company. Uh, Braden and I worked together in a company that taught leadership through universities with a curriculum, and as a part of that game, they did some assessment as to your leadership style.
And, and that became obsessive for us. The, uh, the, the educational part was highly successful, but we became fascinated with the notion of using contextual games for assessing the individual’s capabilities. And he can talk more about that. And, and, uh, we had an opportunity to do another company together, and that’s almost insight.
Which has been formed with the, the notion of the data that you use for human beings is as important as the data that you use for marketing or sales or anything else. And it needs to be, you know, data about everything that’s coming in, on every employee accessible all the time, and usable on your day-to-day business life.
And so we can, we can talk more about that as, as we go on the, the, the application is used for better hiring, for [00:02:00] understanding your attrition better for bet, building better teams and better use of talent within a company. Identifying high performance people. And we’re super excited about what we’re doing.
I’m, uh, I, I’m, uh, started out on Wall Street. I was a Wall Street guy on the, on the client side, on the customer side. And, uh, ended up leaving and starting. My first technology company was an AI company, and I’ve done a few startups ever since. I loved working with, uh, with a team to solve a problem that.
Can provide great value to the world. That’s sort of my, my passion. It’s one of the things that Braden and I connect on the most. And, uh, I’ve been doing that for a number of years now. And, and the latest of which is, is Almog. And, uh, I don’t know, I’ll throw it over to Braden so he can do, uh, you know, his insight, my great passion is, is obviously bringing new tech to market the Sal World Crops and
William Tincup: bread.
Rob Savette: Sorry. Thanks, Rob. Uh, yeah, I mean, my background is, I actually [00:03:00] started in game design of all things. Um, been passionate about how we could use games to improve the real world for literally as long as I can remember. And, uh, later on in life that took me down a path of, you know, some of these applications.
Rob’s talking about. I had the amazing opportunity to, um, you know, work on and receive a grant from the National Science Foundation, uh, through the University of Washington and our work there in how to, you know, better measure human capability at scale. And I. Uh, I won’t reiterate what Rob already shared about being in the education space and some of the work we did there.
So, jumping forward past that, um, I spent some time with Deloitte as well, where I had the tremendous opportunity to help lead a center there. Um, the enduring Human Capability Center of Excellence, which was an incredible opportunity to work with a group of people at the cutting edge of not just [00:04:00] how do you measure human capabil.
And how could you do that at scale, but what do you do with that once you have that data And, uh, coming out of there, I, you know, founded this company with Rob and have just been really excited about the notion of this fourth generation model, this fourth generation model of measurement. And my passion kind of very tied into what Rob said is I want to move us in a direction that doesn’t just reduce bias.
But in particular reduces the biases that we always worry about as well as reduce socioeconomic inequality. Um, where I also wrote a book on the topic of, uh, economic inequality in the United States and the impact that’s having on our country.
William Tincup: So, so first of all, we could go through your past. Both of you have remarkable backgrounds, uh, but we would only have, uh, like three, three minutes left to learn about all this inside.
So let’s, [00:05:00] let’s not do that. We’ll do that in a different call. So if you could start anywhere with, as a practitioner with Almog Insights, and I’m just gonna put a short, just, just for, uh, just for the sake of, uh, brev. So where would you start? Like if you’re sitting as a C H R O or, or a VP of town acquisition, or even in the C-suite, what’s, what’s the optimal use of Almog?
And I’ll start, Rob, I’ll start with you. And then Braden, I’d like to get your take as well. Like where would you like, where’s the most optimal to use?
Brayden Olson: Yeah, it’s a great question and, uh, and I, and I think, uh, one of the challenges we always have is we provide value in a number of areas. So it’s highly dependent on what pain you’re experiencing or what problem you’re looking to solve, or.
You know, I I, the, the first part of your question was where do you get started though? Well, the place you get started is you start measuring, you [00:06:00] know, once you have the data, there’s a lot of places you can use that data to provide value. You know, if your, if your problem is that you’re hiring a ton of people and a bunch of them seem to be leaving in less than 12 months, we can help you with that.
We can, we can build the, the, the, uh, profiles. Will most likely stay for longer periods of time in your company, and you can factor that into your hiring. If your problem is that your, your workforce isn’t flexible enough, we can help you target to raise the flexibility level and to do what we call culture snapshots on a, you know, on a forward going basis.
So you can see how your organization is trending and is it trending in the direction you. Want your workforce to be more resilient or increase analytical thinking. So you know, we, we can go on. There’s places you know you can make better hires that fit better into the culture of your organization by understanding who your performers are and then hiring more people that have similar profiles to succeed.
Or if you’re an organization that’s saying, we really need to change, You can take a snapshot of where you’re at and then go looking for the change [00:07:00] that you, you, you seek. It sounds very profound. Oh, no, no. You know, you can go looking for, you know, people who are more resilient or more analytical thinking, or we can, we can, we can go on.
So, so it’s really highly dependent on what it is you are looking to solve. Right. But, you know, it’s, it’s a data. Product and it, it all starts with gathering the data and then pointing and shooting that data at the problem that you
William Tincup: So, Braden, one of the things I wanted to ask you. So instead of, uh, I’ll ask you different questions than, than Rob, but if you want to, you can go back and, you know, add some spice or whatever he said.
So this assumes that they know or are aware of what problems that they have. So on one level they might, they might know. Or they might not know, or another thing they might not want to tell you that they have a certain PR type of problem. So in, in those cases, when you’re working with people, do you, do you start off with like a couple products?
Like, okay, [00:08:00] well let’s just look at hiring and uh, solve for who’s gonna stay. So, you know, let’s actually look at this particular problem. Like is it easier to work with practitioner? Because the way that that Rob just explained it, first of all, I think it’s the best way to work with a c C-suite person, but it’s also something that they know their problems and they’re willing to address their problems, so, so there’s two things there.
So is it easier to just kind go to them with a cover out list of, here’s 10 things now we can do. Obviously we could. You know, almost a lot of different things. Actually. It’s probably unlimited the number of things that we could point it at. But here’s the 10 thing. 10 things that you should look at. Yeah.
And tens are random. I do,
Rob Savetter: I do wanna, yeah, I, you know, I think we could help with 10 or more things. Um, but of course, I. You know, I, I will add one thing to what Rob had shared before, and then [00:09:00] answer the question you just asked. Uh, again, cuz it, it hits on my passion area, you know, but for organizations who are saying to themselves, you know, whether it’s through their commitment to de and I or just saying, you know, the resume’s not getting me there.
You know, I, I, I need something other than just looking at a resume. One of the inherent problems in the resume. And you know, we saw this in, you know, Amazon’s attempt a couple years ago to just algorithmize selection through, through resumes, right? And they found that they were, you know, getting all the same people from the same schools and clubs and you know, why did it keep selecting people from Harvard even if they weren’t the right?
And there’s a lot of socioeconomic issues behind resume. You know, you certain incredible people don’t have the same life opportunity to afford to go get their education as an example. That’s right. That’s right. Or if they do, maybe it’s not the top tier school, because you know, that has something to do with [00:10:00] family connections.
We know, and it certainly has something to do with, can you afford to go to a school like that? Right. Without getting full scholarship rides as an example. One of the, one of the things about moving into the space of, of human capability is also moving away from, you know, completely being stuck to the socioeconomics of the resume and as a way to extend your d n I efforts.
So that, that said, you know, I think you ask a great question and. You know, I, I would say to those individuals if, if they’re not ready to share about their problems or they’re not sure what their problems are, right? They just know that capability is, is the future. And, you know, I know from Deloitte, one of the, you know, one of the things that’s out in the open that they published, you know, on is that 97% of executives are in this space.
97% of executives have acknowledged at this point, Capabilities are either equal to or more important data for them [00:11:00] than skills. And in fact, you know, Sherm said that 89% of the time when a new hire fails, it’s for this reason. It’s for these human capabilities, soft skills, whatever you wanna call them.
So if I, if I had to pick a place, I would say focus on something ROI related, like attrition, right? We, we know that this is the key problem. We know you’d be in good company. As in 97% of your payers agree with you, you know that, that this is where things need to move. So you’d be in good company and you’d save money along the way while you learn.
William Tincup: So do we think attrition? Uh, or do your, do your prospects and customers think of attrition as regrettable attrition? Or do they think of like turnover? Like we used to, you know, HR work. We’d say turnover, and turnover is a bad word, but it technically you want turnover. You just don’t want turnover with the people that you’d like to keep, which is regrettable, uh, turnover, regrettable, attrition, et [00:12:00] cetera.
So do you bifurcate or do you think about it like that? Or, or do they bring that to you?
Rob Savetter: Well, gosh, tink, wouldn’t it be incredible if you had a system that understood the capabilities of people on a large scale and you could see correlation with performance in your organization? Right? So, so yes. It, you know, you kind of are making the point for me where I say, you know, start with the focus on attrition, roi, what you know, the basics.
But now you’ve got that data in your organization, so now that regrettable turnover is far more clear than it was before, and you’re not doing it by, you know, demographics, but you’re doing it by intrinsic knowledge of not just the people, but how your organization is actually performing. That’s right.
William Tincup: The, the, the best people in your organization. So, so, What data do they need or do you need does almost need from them? So where, you know, when we say data, I mean obviously we got data. We’re sitting on hr, we’re sitting on all kinds of data, from payroll to [00:13:00] onboarding, recruiting. We’ve got all kinds of cool data.
What do you, what do you need to get started?
Brayden Olson: What’s, well, first of all, you promised me that after Braden spoke, I’d get a chance, you have a chance
William Tincup: to clarify what Braden said, where he clarified what you, no,
Brayden Olson: excuse me. No, it’s, it’s not a clarify actually, it’s a sort of a, a pat on your back. I mean, it’s a, the question you asked was really super, which is, you know, how do I, what if you don’t even know where to begin?
Right. I just, all I wanted to kick in was, that is not an uncommon thing for us to see a hundred percent. One of the things that we do is we’ve created what’s. A talent insight snapshot so that we will sit down frequently with organizations like that and we’ll do a snapshot on a smaller group that gives you a group view of a couple of high order issues.
You can take a look at your culture, how your culture can track, you can take a look at some attrition, uh, profiling and understand how that group plays out. So when we have that dialogue, it, it sometimes really helps to clarify in somebody’s mind what they can get from it and what kind of things they could go after and solve.
So that is part of that discovery process [00:14:00] is to recommend a snapshot. So I just wanted to,
William Tincup: it’s, it’s a nice entree too, because it’s like, listen, we could start anywhere and you could point this in a lot of different places. Why don’t we figure out where to point this exactly.
Brayden Olson: Yeah, exactly. And it’s, and it’s a big lift.
I mean, that was the heart of your question, right? Right. I mean, I mean in, in fairness, um, people, people recognize that this is a big issue and the part of the big question is, where do I get started? So we’re trying to ease that curve to say where you can get started, get a clearer picture and understand, you know, how, how you’re moving forward in, in terms of the data we use.
Cuz we, you know, you can tell with Brady and I, we always try to specifically answer somebody’s question cuz this is the world where a lot of people get back to the actual question. Oh yeah. But the, uh, in terms of the data, we try to be as standalone as possible. Uh, in other words, what you do is you, you would play our game.
You would distribute our game to groups that you found appropriate, and then the data gets collected. It can get, collect the game. Takes about 40 minutes to play. You can do a [00:15:00] large group. One of the great things about the product is it really scales easily. You can do tens of thousands of people in really short periods of time if that’s what you choose to do.
So we gather the data, the, when the data comes in from the game, we can almost instantaneously start providing. Results and information to you about either individuals or groups. And then we also have an optional thing where we can bring in additional data. So let’s say you say, I really wanna put in the location of my employees or other information that we store, that we keep on record in terms of maybe what kinds of reviews they got or what their 360 s look like.
And if you so desire, we also can factor that and bring that into the results in our dashboard. So, but uh, but out of the box, People will get an invitation, play the game, the data gets collected, and we can start providing results immediately. So let’s
William Tincup: do some buy side, uh, stuff. Braden, uh, to start off with, um, the, and, and Rob, you can start thinking about yours and vice versa, but your, your favorite [00:16:00] part.
Of the demo, meaning what you, when you, when you first show people almost for the first time, what do they fall in love with? What do you fall in love with? And Rob, for you, it’s the questions that practitioners should be asking of companies like yourself, like Almog, like what’s what if. You know, if you could a, you script out the questions that they should be asking you or that you would like for them to be asking, what would they be?
So, Braden, I’ll start with you. Uh, so the demo, and again, you, you know, you get to show people software, which is fantastic, you know, and everybody kind of keys in on different things. Like, I mean, you, you’d show me the software and I’d like one thing and the next person you so would like something else. So like, I get that part, but what’s your favorite part of the.
Rob Savetter: Well, you know, it might be a bit productive and simplistic, but uh, you know, there’s, there’s this part where, you know, you’re looking at the organization and you click on the individual. And when you click on the [00:17:00] individual, because our method is so fundamentally not rooted in good and bad. You know, right or wrong, it, it is about truly this belief that everyone fits somewhere and you’re just trying to get ’em closer to where they fit.
You look at that individual, and if we have other baselines from your organization already, it will show you where they’d be a great fit, right? No matter where they are in the list as it pertains to this particular role that you’re looking at. Um, you know, where else do they fit? And, you know, for a lot of people, yeah, I just, I, I think about the.
Um, the notion that we tend to go through a lot in our culture of like, there’s good people and there’s tier A people and there’s the people get a’s in school and then there’s like the best, you know, and it’s just, it’s not how it plays out at all in practice. And that’s really what this whole discipline came out of.
I mean, when human capability, the first generation of measurement came out, you know, we’re talking about [00:18:00] the disks and the, you know, a hundred years ago there was a lot they had wrong, but at least the one thing they had right was. You know, this isn’t just about raw intelligence. There’s all these potentialities in humans, and we do a pretty bad job at helping people get there.
And so it’s a step in that direction. And I guess that’s why I like it so much because it really resonates with the notion that this isn’t a good or bad measurement. This is a, you know, there’s something unique about your organization, there’s something unique about the roles in your organization, and there’s something unique about people.
Why don’t we have a better way of getting, you know, point A to point
William Tincup: B? Love it. And Rob, if you have a favorite part of the demo, you can do that first, but then ask the, the what questions that you would love to be to be able to field. Well, the,
Brayden Olson: the demo part is really, you know, easy. I think, you know, I, I’ve demoed this product quite a few times, and after a while, you know, you, you understand what you have.
The thing that you get [00:19:00] excited about is the inflection point that the, that the viewers go through where, you know, they sort of start looking and start, and then within a short period of time they’re asking you to poke and drilled in and let me see. And that’s, and oh, and you know, the engagement. Really starts to go up and, and, uh, and in particular when we’ve done a snapshot and we’re talking about their actual employees and what’s going on, and, you know, that, that, that moment is, is, uh, incredibly exciting for them and for us.
I mean, we, we really, cuz then the conversation is going beyond the bits and bites and it’s getting closer and closer to helping people with the business problem. So, so I, I like that inflection point where people start to really engage with the information and see it and start to say, uh, you know, when we do the individual review, People go like, oh yeah, no, I’m totally like that.
That’s exactly how I, and it’s, that’s extremely, it’s fun and it’s also, uh, extremely exciting for us. So, uh, but, but, uh, yeah. Your other question is kind of interesting too, the one that I was supposed to be answering. Uh, the, [00:20:00] the interesting thing about, about answering your question about what should people be looking.
Is, it just strikes so closely to some of the tenants that Braden and I built the company around to start with. You know, I mean we, in actuality, we went through that process like, Hey, how come you can’t get a thing that does this and why don’t they do that? And you know, so, you know. A lot of the people we, we talk to are using solutions that are not validated.
And we’ve spent a lot of time and a lot of money and a lot of effort validating our, our results because we feel it’s a, it’s a critical thing to do and it should be validated. And we’ve, we document that validation and we think you, you, you know, you should be looking at things. You know, there’s, if you want, on our website, there’s a really interesting presentation by Braden, uh, loom presentation.
On what he calls the four phases of this industry, and it goes through, you know, the, we’ve been doing measurements since 19, the 1920s or so, but most of them, but none of them are validated. None of them have been, been validated officially. So, so I, I would ask that question, is your, is your result, are your results validated?[00:21:00]
Another thing that was important for us in the business world was, is it contextual? I mean, there are solutions out there that ask, you know, sort of abstract questions or that do, you know, cognitive testing? Our game puts you in business situations where you answer contextually, you know, what, what you would do in certain situations.
And we feel that the value of that and, and in our research, it’s turned out that the value of that is significantly important to a business. So, so, you know, is the, are the tools you’re looking at, are they contextually designed so that they tie to business? And then the last thing, which is very subtle. I mean, last thing for me, I’m sure I could go on forever, but, uh, is, is it workforce oriented?
So there’s a lot of confusion around this, William, about Yeah. You know, oh yeah, we do that, and then we sit down and co-chair employees, you know, can we do that? Sure. We, we can do that. And when a matter of fact, when an employee plays the game, they get a copy of their personal results, which they get really engaged in.
And you can use that as a moment to work with a, with an employee, but a [00:22:00] product. Really focuses on workforce management, which almost none of the other products out there do. So we give you a look at the large bodies of people, groups of people, teams of people trending analytics as to where your organization and your company are headed, not just where an individual is.
The workforce management part of this, I think as we’ve seen since, you know, the incredible upheaval in the covid world is extremely important. You know, how can you now look not at a two or a five year project about your workforce, but on a day-to-day, week-to-week basis, be able to see. How your workforce is evolving?
Is it headed in the right direction? What kind of changes do you need to make and not make over two years, but make over, you know, two months. Two weeks, you know, you there. There’s, there’s so much fluidity in the workforce right now. It’s more important than ever to have workforce tools that can reflect that.
So, Braden, let’s
William Tincup: go back to, uh, validation, uh, really quickly of the model. How often should, again, if the practitioner’s asking this question, it’s [00:23:00] wonderful cuz it means that they understand that they’re, there’s way, there’s ways to get here, uh, in, in an, in that, that, uh, that look great, but maybe they’re not audited.
Um, so how often should they. And then how, and then, and is there, and if, if so, if the, if, if the, if the data’s audited, if the the model is audited, should it be also done by a third party Every once in a while? Yeah.
Rob Savetter: Um, okay. I’ve got a couple answers to that. I did, you know, not to do the, Yeah, a lot of my family are educators and so I feel like I’m being a little bit of a, a pedantic professor here, but I totally agree with everything that Rob said.
But in those four generations, it’s not that it’s never been validated. Some of the early stuff wasn’t, never was right. It’s that it’s gone in and out of fashion. When it’s been important to validate. So like as an example, you know, and I’m, we, you [00:24:00] know, there are new technologies in the market and when those new technologies come out with, you know, greater fidelity and, and better methods than were possible in the past, sometimes we get really excited about that and we forget about connecting the rigor with it.
And really you gotta, you gotta keep those two worlds connected. Um, so with that said, to kind of address your question, tin. You know, I, I think that it is on the company to routinely be looking at, uh, you know, validation and understand that it’s a continual process and continue doing it. Um, I think the client should ask those questions, right?
We do come across a lot of people who are using models not to be named, but that have been around for a really long time, and a simple Google search would tell you don’t use that model. Um, so I do think that there is some questioning the client needs to do. You know, third party is always a great idea, uh, to look at those.
And I will also add that you can do all of [00:25:00] that validation work in the world, and you should, and it’s the place to start. And you know, you need to do that for your business. But at the end of the day, you also really need to look at it once it’s deployed at that business. You know, longitudinal data over time.
Is this working for us in our organiz? And you know, you can’t do that in a, you know, one-off research study. Right? Right. You really have to do that in your organization. So it’s like you need to do that and you also need to use that data at your organization to see, you know, is this doing what it’s supposed to be doing and doing it in a way that is not only unbiased, but ideally reducing bias as is our goal.
William Tincup: It’s interesting because, uh, there’s not as many. HR tech plays that have a of a third party audited ai. I mean, you, you know, we’re talking about something slightly different, but having, uh, I was talking to the CEO of, uh, rejig, [00:26:00] she’s uh, Australian and they started with a relationship with the university where every six months they pay them to audit their, Just, just to make sure it’s, you know, super expensive and all that other stuff, but it’s like they just wanted to make sure that yeah, they could have that internally and yeah, they could have, you know, do that, do that themselves, but they just wanted to make sure that they kept themselves in check and made sure that it did.
You know, there’s always kind of a, a tweaky, if you will, of the algorithms to make sure that the no unintended stuff. Kind of crept in there. And Rob, because you’ve, you’ve done a lot of work in ai, so I know that you’ve, you’ve probably seen this in other, in other places. Not, not just what y’all do, but I, I really keyed in on the validation part because it’s, it’s, it’s not a question that comes naturally to practitioners when they’re thinking about as assessments and, and,
Brayden Olson: Yeah, [00:27:00] it’s, it’s, it’s, uh, interesting and the AI question is always interesting.
And I was recently on a, on a call with a, a group of pretty distinguished people and somebody finally burst out and said, Hey, could we stop saying ai? Because there’s so many different things, right? I mean, there’s pattern matching and there’s learning systems, and there’s obviously chat. G P T is, you know, quite the topic of conversation, right?
And we just go on, there’s inference and there’s, there’s so many different things out there. But on the, on the, the notion of a reality check, you’re a hundred percent right. In fact, uh, you know, in case we haven’t said it officially, we validate independently. It’s not internal validations. Although we, we do levels of internal validation.
But uh, that reality check is important and I think it’s part of our culture. In other words, it’s not that, oh yeah, let’s go back and do that to see if we have a problem. It’s just a forward going part of our culture to say that as we grow and as we, we continue to validate, I mean, you, you learn systems learn.
You experience more things. That’s what, that’s part of the value of [00:28:00] having something from a vendor like ourselves is that this is part of our ongoing culture and not something we did one time cuz we had to meet some compliance. So,
William Tincup: Rob, I wanted to ask you, uh, just kind of a follow up question to the, the kind of the small group of, of people and where we can get started with, with somebody.
So it’s like, it’s almost better cuz it would be great if somebody comes to you and they know exactly what they’d like to study and exactly what they think they have problems with and Exactly. All that stuff. Like, it’d be great, however. Okay. I like the idea of starting with a small group and saying, you know what, let’s, let’s let the data tell us where you have a.
Or where there’s a opportunity to, uh, to, to become better. Maybe problems so, so loaded for a lot of people. So, okay, so why don’t we let the data tell us, tell me again how that process starts. Like what, what do you need from them and ish, what are we talking about cost-wise?
Brayden Olson: It’s super simple. So a [00:29:00] snapshot is, you know, some subset, but the subset can be large in the hundreds of people, right?
Um, you can do it. In other words, the client can do it. If the client has a, the distribution list for the customer service group, for example, they could just send a game out to that distribution list and the data starts to come in. So it couldn’t be simpler. We can do it for you. We can certainly help you do it, to help you with the wording of the invitation to participate, et cetera, et cetera.
And there’s ways that, you know, we can work to make that go as smoothly as possible in your organization. And then when the data comes in that it’s a two-sided thing. I mean, certainly there’s the observations that we make because we’ve seen a lot of those things, but you know, this is a new language.
Right. And so it’s really important that people see that language as soon as possible. When I say a new language, I just mean looking at capabilities like that and, and having dialogue around what it means to grow in this capability or that capability. So the snapshot also serves as a really good starting point for our prospects or clients to start to get [00:30:00] comfortable with that language.
In understanding relationships between capabilities and how you can make changes to make stuff happen. And so, so that’s really effective and that the snapshot is, uh, just to, you know, to the nuts and bolts of the business side of it. It’s $1,900 to do a snapshot and you’ll get results within weeks. And then you know that the data that you’ve collected.
And the work that you’ve done is certainly 100% applicable to a full upgrade to the full dashboard. And the primary difference between the two, besides just size of group, is, uh, the snapshot is a group thing, and it gives you information about, for example, what the culture snapshot is for that group or for what the attrition image would look like.
That group. The dashboard actually gives you the ability to go in at an individual level, to an individual person, to an individual behavior, to an ind. It gives you all kinds of drill down that you can use in moving forwards. And, and we, we have a, an interesting sort of language that our developers created.
Where we, uh, create what’s sort of like a [00:31:00] radar map about every group or every person. And that’s, uh, we call that gemstones. And so when you get the dashboard, you’re able to do full gemstone development and you can see g geometrically what somebody looks like. And what we’ll do is take a look at the.
And you get the shape of the group and take a look at a person or, or, or the shape of a job or a group, take a look at the person and overlay those right. So that you can visually see Yeah, where there’s good synergy, where there might be an additive effect or where there may be something that they’re lacking.
William Tincup: Oh, I love that. I could talk to y’all forever, uh, both of you. I know you’re super busy, Braden. Thank you Rob. Thank you. And, uh, just appreciate your time today. Thank you Will. Thank you. Absolutely pleasure and thanks for everyone listening to the Use Case podcast. Until next time. [00:32:00]
William is the President & Editor-at-Large of RecruitingDaily. At the intersection of HR and technology, he’s a writer, speaker, advisor, consultant, investor, storyteller & teacher. He's been writing about HR and Recruiting related issues for longer than he cares to disclose. William serves on the Board of Advisors / Board of Directors for 20+ HR technology startups. William is a graduate of the University of Alabama at Birmingham with a BA in Art History. He also earned an MA in American Indian Studies from the University of Arizona and an MBA from Case Western Reserve University.