Predicting Success at Entel Begins with Trustworthy Assessment Results [Case Study]

Julie ProfilePosted by Julie Delazyn

Entel is one of Chile’s largest telecommunications firms, serving both the consumer and commercial sectors. With more than 12,000 employees across its extended Entelenterprise, Entel provides a broad range of mobile and fixed communications services, IT and call center outsourcing and network infrastructure services.

The Challenge

Success in the highly competitive mobile and telecommunications market takes more than world-class infrastructure, great connectivity, an established dealer network and extensive range of retail location. Achieving optimal on-the-job performance yields a competitive edge in the form of satisfied customers, increased revenues and lower costs. Yet actually accomplishing this objective is no small feat – especially for an industry job role notorious for high turnover rates.

With these challenges in mind, Entel embarked on an innovative new strategy to enhance the predictability of the hiring, onboarding, training and developing practices for its nationwide team of 6,000+ retail store and call center representatives.

Certification as a Predictive Metric

Entel conducted an exhaustive analysis – a “big data” initiative that mapped correlations between dozens of disparate data points mined from various business systems, HR systems as well as assessment results – to develop a comprehensive model of the factors contributing to employee performance.

Working with Questionmark OnDemand enabled Entel to create the valid and reliable tests and exams necessary to measure and document representatives’ knowledge, skills and abilities.

Find out more about Entel’s program planning and development, which helped identify and set benchmarks for required knowledge and skills, optimal behaviors and performance metrics, its use of SAP SuccessFactors to manage and monitor performance against many of the key behavioral aspects of the program, as well as the growing role their trustworthy assessment results are having on future product launches and the business as a whole.

Click here to read the full case study.

One Response to “Predicting Success at Entel Begins with Trustworthy Assessment Results [Case Study]”

  1. Bob Gately says:

    Hello Julie,

    80% of employees self-report that they are not engaged.
    80% of managers are ill suited to effectively manage people.
    The two 80 percents are closely related.

    Employers keep hiring the wrong people to be their managers and then they wonder why they have so few successful, engaged employees. Successful employees have all three of the following success predictors while unsuccessful employees lack one or two and usually it is Job Talent that they lack.
    1. Competence
    2. Cultural Fit
    3. Job Talent 



    Employers do a… 

    A. GREAT job of hiring competent employees, about 95%
    B. good job of hiring competent employees who fit the culture, about 70%
    C. POOR job of hiring competent employees who fit the culture and who have a talent for the job, about 20%

    Identifying the talent required for each job seems to be missing from talent and management discussions. If we ignore any of the three criteria, our workforce will be less successful with higher turnover than if we do not ignore any of the three criteria.
    1. Competence
    2. Cultural Fit
    3. Job Talent

    There are many factors to consider when hiring and managing talent but first we need to define talent unless “hiring talent” means “hiring employees.” Everyone wants to hire for and manage talent but if we can’t answer the five questions below with specificity, we can’t hire or manage talent effectively.
    1. How do we define talent?
    2. How do we measure talent?
    3. How do we know a candidate’s talent?
    4. How do we know what talent is required for each job?
    5. How do we match a candidate’s talent to the talent demanded by the job?

    Most managers cannot answer the five questions with specificity but the answers provide the framework for hiring successful employees and creating an engaged workforce.

    Talent is not found in resumes or interviews or background checks or college transcripts.

    Talent must be hired since it cannot be acquired or imparted after the hire.

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