Draft:Talent Insights

Talent Insights™

Headquarters of Talent Insights and parent-company, Qualbe Marketing Group
Company type	Private
Founded	October 14, 2014 (2014-10-14) in Fort Worth, Texas
Founder	Randall Meinen
Headquarters	Haltom City, Texas , United States
Area served	United States Canada United Kingdom Australia New Zealand
Products	Personal MAP™ Team MAP™ Interview Guide Job Profile Manager Comparison Tool
Parent	Qualbe Marketing Group
Website	https://talentinsights.com

Talent Insights (ˈtælənt ɪ́nsɑjts) is a business and employer-focused SaaS-based system for developing psychometric profiles for use in the hiring process and in the ongoing management of teams. It is wholly owned by parent-company and original developer, Qualbe Marketing Group.

Company overview

Founded in Fort Worth, Texas, Talent Insights is currently headquartered at the offices of Qualbe Marketing Group in Haltom City, Texas. In May 2020 the company had around 60 employees.

The CEO and Founder of Talent Insights is Randall Meinen - a serial entrepreneur who developed the system to serve the unique personnel recruiting and management needs of his family of companies including Qualbe, 1Dental, Pet Benefit Solutions, and Displays Fine Art Services. As the scale of operations grew, the system evolved into an application featuring an interconnected suite of tools, which were further developed into a B2B SaaS product, formally launched for use by other organizations in 2014.

3D MAP™ and Individual Assessment Tools

The MAP™ (Multi Assessment Profile) uses a combination of three different psychometric assessment tools to build a profile of a candidate. These include the Holland Code, DISC, and Myers-Briggs personality assessments. The premise being the integration of three personality-based assessments provides a more complete picture of the employee. What motivates them, how they communicate, what kind of work energizes them, and what drains them. Equipped with this information, both hiring and operations managers are in a better position to correctly identify and match aptitudes with roles where the employee with experience the greatest probability of success and job satisfaction.

Holland Code

Dr. John Holland developed the RIASEC model, which proposes that job satisfaction stems from an alignment between a person's personality type and their work environment. He identified six core personality types: Realistic, Investigative, Artistic, Social, Enterprising, and Conventional. Each represents a mix of interests, preferred activities, beliefs, abilities, values, and characteristics.

Briefly, each type can be described as follows:

• Realistic types are doers. They are practical, hands-on, structured, athletic, and hardworking. They prefer to build, mend and repair things. They often work in jobs such as engineer, technician, furniture designer, jeweler, or construction foreman.
• Investigative types are thinkers. They are logical, scientific, intellectual, curious, and independent. They prefer to read, think, and reflect before solving problems. They often work in jobs such as scientist, academic, technical consultant, medical specialist, or actuary.
• Artistic types are creators. They are idealistic, imaginative, expressive, creative, and original. They prefer to spend time being inspired by others' creative work and want to work in a less structured environment. They often work in jobs such as designer, writer, performer, art teacher or art critic.
• Social types are helpers. They are friendly, connected, accepting, concerned and loyal. They prefer to spend their time talking or connecting with others. And can often be found working as nurses, counsellors, mediators, teachers, and social workers.
• Enterprising types are persuaders. They are outgoing, competitive, optimistic, ambitious and can dominate an environment. Charismatic and goal-oriented, these types prefer to be in leadership, management, or sales roles.
• Conventional types are organizers. They are detailed, structured, precise, responsible, and careful. They value policies, procedures, rules, deadlines, and clarity. Hence, they are drawn to jobs such as auditor, budget analyst, librarian, Information Technology, administration.

DISC

The DISC model was developed based on the work of William Moulton Marston to help understand how people work and communicate with others, and to identify strategies for improving teamwork and productivity.

Researchers identified two key observations that form the foundation of DISC and how these types appear in the workplace. They are:

1. Some people are more outgoing, while others are more reserved. This translates to ‘pace’ or how quickly someone can respond to a situation. Some respond very quickly and are always ready to go. And others take more time, moving slowly and cautiously.
2. Some people are more task-oriented and others are more relationship-oriented. This means some people are more focused on getting things done and others are more focused on tuning into how people are feeling.

These two continuums combine into four primary types. The common characteristics or observable traits of the four types are:

• Dominance types are more likely to be demanding, determined, daring, forceful, driven, and competitive.
• Steadiness types are more likely to be patient, consistent, consistent, calm, cooperative and dependable.
• Influence types are more likely to be persuasive, gregarious, enthusiastic, sociable, inspiring, and persuasive.
• Conscientiousness types are more likely to be cautious, systematic, analytical, orderly, analytical, and accurate.

Myers-Briggs

The Myers-Briggs personality model and assessment were developed by Katherine Briggs and Isabel Briggs-Myers. The model was inspired by Carl Jung’s psychological types, now commonly referred to as cognitive functions.

Like Holland, Briggs work was influenced by the need to get people into the right roles and to help people work better together.  They identified four key continuums or preferences that represent a range of traits people express. Each preference is represented by a key question. These questions are: 

• How does someone get their energy? (Extraversion <> Introversion)
• What kind of information does someone trust or prefer? How do they prefer to communicate? (Sensing <> Intuition)
• What criteria does someone use to make decisions? (Thinking <> Feeling)
• How does someone organize their environment? Or what kind of environment do they prefer to work in? (Judging <> Perceiving)

People can express each preference in a mild, moderate or strong way. Which often appear as follows:

• Energy: Extraverts get energy from interacting with people and are often outgoing, energetic, and communicative. Introverts get their energy from integrating information and are often reserved, thoughtful and observant.
• Information: Sensors focus on concrete and practical information, and tend to communicate in realistic, pragmatic, and concrete facts. Intuitives focus on abstract and conceptual information and tend to communicate in metaphors, theories, and patterns.
• Decision-making: Thinkers use objective data and impersonal analysis to make decisions and tend to be blunt, businesslike, and unsentimental. Feelers use subjective data and personal analysis to make decisions and tend to be tactful, compassionate, and empathetic.
• Environment: Judgers like a structured work environment. They tend to follow rules and regulations and stick to plans and schedules. Perceivers prefer to work in an unstructured environment and tend to go with the flow, make last minute changes, and make the rules up as they go.

Impact

Through leveraging the science and tools of Talent Insights system, parent company Qualbe has built an operational culture resulting in the award of 22 national and regional awards including: Fort Worth Inc. Best Place to Work, Fortune 50 Best Small Companies to Work For, Entrepreneur Top Company Cultures, Dallas Morning News First Place Ethics Award, and the Inc. 5000 Fastest-Growing Private Company list.