A thought leader in people analytics combining psychology & technology to predict human performance

Meet John Austin: psychologist, author and consultant

A paradigm change is underway in the talent measurement space. Traditional psychometric assessments are no longer about gathering static data from candidates; they now help to attract and engage them.

Writing about the tools needed to hire talent with the ability to perform here and now, and in the future

John shows how the ease of how technology can refine and improve your processes for screening, selecting, and developing the best candidates.

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What are competencies and why are they important? Competencies are abilities or attributes that are key to effective performance within a particular job. They demonstrate how a cluster of related knowledge, skills and abilities, along with personal attributes and tendencies, are applied in the context of specific job requirements.

Chapter 2: VALUES

Values represent the belief system a person or organisation holds about what is important to them. For individuals, values underpin decisions and behaviours; for organisations, they provide a guide for employees for how they should behave. Workplace values drive the attitudes and behaviours that the company wants to encourage.

Chapter 3: Fairness & Diversity

Diversity is important. We live in a global world that is massively interconnected, leading to better performance for more diverse companies.1 When recruiting, it is crucial to find employees with the
necessary abilities as well as ones who are a good fit for the position and organisation.

Chapter 4: Selection Methods

Recruiters who assume that information on candidates gathered from resumes, interviews and reference checking can successfully predict future job performance, in a world where jobs are changing faster than ever, are living in the past.

Chapter 5: Candidate Experience

Today’s candidates are looking for a fundamentally different experience during the recruiting process compared to 10, or even 5, years ago. As candidate expectations shift, the recruitment process must follow suit in order to deliver a quality candidate experience and employ top talent.

Chapter 6: Assessment Centres

Assessment centres are commonly used selection tools that combine a mixture of assessment techniques and exercises to help recruiters test skills that are not easily assessable in other parts of the process.

Chapter 7: Personality & Ability Assessment

Personality and intelligence (cognitive reasoning) have a long history of use in selecting and developing the best talent. Over the last 30 years,
research in the field of human resource assessments, including the rise of digital tools, has evolved personality and ability assessments into predictable and accurate recruitment solutions.

Chapter 8: Graduate Recruitment

While Generation X has dominated the workforce for decades, millennials are set to make up 75% of the working population by 2025

Chapter 9: Emotional Intelligence

Although a relatively recent concept, Emotional Intelligence, commonly known as EQ (Emotional Quotient) has become a hugely popular topic in academic and business circles.

Chapter 10: Grit

Grit is not about being the smartest person in the room, but rather it is the willingness and ability to hang in there when the going gets tough.

Chapter 11: People Analytics

New analytic capabilities mean that organisations are able to predict business outcomes based on workforce and people analytics. Data is an asset that can be utilised to benefit organisations, and people analytics is the practice of collecting and interpreting data on the workforce to make better business decisions.

Chapter 12: Artificial Intelligence

Recruitment is undergoing an artificial intelligence revolution driven by an increased focus on finding the best candidates faster, enhancing the candidate experience, and creating measurable business impact. To do this, AI systems are trained on massive data sets of candidate behaviour matched to hiring decisions, work performance and key business outcomes.

The Paradox of Hiring
by John Austin

Diving into subjects such as selecting for person-culture fit as well as person-job fit, understanding the competencies of the future, and how artificial intelligence is changing the long game; the Paradox of Hiring will show you how to optimise your candidate experience and talent identification processes in a scalable way.

Blog & Resources

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An influencer in the world of talent assessment

John provides unique perspective into talent measurement

John Austin

John is Talegent’s CEO with a proven record of establishing, leading, growing, and selling successful cloud-based Human Capital businesses. He is an international thought leader in developing and the application of selection systems to enable organisations to source, screen and identify the best talent.

As CEO of Talegent, he has a proven record of establishing, leading, growing and integrating successful cloud-based Talent Measurement solutions. He has worked as Psychometrician with a range of international organisations in Australasia, the UK and Europe, the Americas and Asia. He was responsible for the design and development of the first online assessment solutions with SHL in North America in 2001.

John Has Spoken to Conferences Globally Including

 I thoroughly enjoyed working with John the time he spent with PreVisor in the US. John is dedicated to the world of employment assessments and has the unique ability to perform in multiple roles (I/O, salesman, sales manager, solutions expert, technology design design) and be REALLY good at each.

Jeff Holme,

Vice President of Business Dev't., ADP

John Austin is the most gifted of the company entrepreneurs and managers encountered by me in my forty-plus years of business experience. He has a gritty determination to achieve his goals wrapped in a winning self-effacing personality. High intelligence added to a professional understanding of the personality and motivation of others allows him to extract the very best from his team.

Michael Gordon

Owner and Chairman, Pareto Pty Ltd

I’ve worked with John as our key partner for the deployment of Talegent. I love working with him as he is very much open to ideas on how we can successfully implement Talegent in emerging countries like the Philippines, Vietnam and Malaysia. We’ve done a lot of test localisation, case studies, even branding and gamifying our solutions to meet our client needs. His vision and continuous innovation made Talegent a preferred partner by our clients. During our monthly calls and his annual visits, John would make sure to coach and mentor not only our Leadership Team, but also our sales team members in skills alignment and product innovation. Thank you John for the support you are providing to our team! Happy to always collaborate with you and exchange ideas.

Dianne Ponciano-Gonzales

Solutions Head of Talent Measurement, TalentView

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