![]() The result was some of the bravest, effective, well put-together teams in the history of the war. Their creative solution? Jam them all (several different flying disciplines, from multiple countries around the world) in a hangar or mess hall, and tell them they had 10 minutes to join a crew. He went on to tell me of the Lancaster bomber crews of the RAF in the early 1940s, where after short training periods, Bomber Command were stuck with terrible problem of selecting the crews. One of my most memorable moments was at dinner one night when one advisory board member quietly advised me “you know, it’s all baloney really, you might as well just let teams self-select – they’ll be just as successful”. Bloody clever, big data, but a PhD required to do the maths. We had patented ways (don’t get me started on patents by the way…) of serving up a couple of dozen multi-choice questions and then stack-ranking the applicants in their suitability in the role. ![]() ![]() The tools we were building at ePredix were online selection tests, delivered in short form on the web. Our tech advisory board had every right to proffer those kind of opinions to a young economist whippersnapper, as between them they had invented several of the things the science was founded on! Back in the day, when I worked in the USA in a fascinating startup (then called ePredix, who were rolled into Previsor and are now part of SHL), I was regularly set on my chuff by one of our amazing technical advisory board members for thinking that anything at all under our digital sun was NEW, or that any of our 21st century science of Industrial-Organisational Psychology (in simple terms, big data about people, for hiring and development) could be viewed as a sure thing.
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