The Floreat methodology has its origins in a system developed by Floreat’s Richard Scriven while employed by Shell to recruit graduates capable of succeeding in some of the most demanding international roles.
Three cohorts of graduates recruited between 1981 and 1983 were studied and assessed by managers over a ten year period. In total, almost 1000 people were traced. Of those who were assessed on entry and remained in employment with Shell for more than eight years, over 75% reached their predicted level of success, and a substantial group performed better than predicted.
This study followed Malaysian school leavers who had been selected for sponsorship through western universities. The process sought to identify those who were likely to succeed and benefit most from the experience. In this assignment, some students were interviewed using the Floreat methodology to explore potential, and others received a standard interview. Five years after the initial interview, candidates were tracked. Those selected with using the Floreat methodology were found to be twice as likely to obtain employment, and had also shown greater academic success.
A major UK multinational changed from traditional graduate recruitment methods to the Floreat methodology. Those chosen using our techniques were subsequently found to have reached job levels an average of three grades higher than those selected by traditional means alone.
Equal Opportunities Studies, South Africa
In the mid-1990s the Floreat methodology was tested to see if it met criteria for the new South African equal opportunities legislation. In the early post-apartheid era, levels of competence between white and black groups were vastly different, as black groups had had very little exposure to senior roles. However, the distribution of potential amongst the two groups was broadly similar, and no significant differences were seen. These studies proved that the methodology was a fair method of assessment – and was an extremely valuable tool for ensuring hiring diversity.
The Floreat methodology was used to recruit 180 graduates. Their performance was reviewed at regular intervals. Those whose performance was rated “Satisfactory” had a median score from the Floreat methodology one Zone lower than those whose performance was rated “Outstanding”. This pattern was consistent over five intakes. This means there was a direct correlation between the findings of the Floreat methodology and actual performance at work.
Those who achieved the highest scores using the Floreat methodology were found to have a much higher chance of reaching senior levels. Those whose scores were within Zone 4 were 300% more likely to become Senior Managers or Associate Partners than those with potential assessed at Zone 2. Those considered to have potential in Zone 5 were 600% more likely to reach these positions than those with scores in Zone 2.
Further analysis of this data confirmed that the distribution of potential was significantly independent of ethnicity.
Other organisations that have used the Floreat methodology include: