The 6 essential elements for detecting potential
Reading Time of Article: 3 min
The challenge of detecting potential is also key in corporate strategy, as shown by the growing role of “talent management and development” led by HR. Indeed, studies show that job performance is only predictive of 30% of performance in tasks and new environments. All of this naturally leads companies to develop tools and processes for detecting talent.
The fundamentals of talent detection
The approaches are diverse and today, there are still many questions to be discussed. Nevertheless, while there are many ways to develop a genuine talent policy, there are a number of fundamental points to consider when developing a talent assessment process:
1/ The assessment must be projective and not trapped in current and past performance observations. Those observations should be taken into account before or after the assessment, but always separately.
2/ The assessment must combine approaches (performance and behavioural mechanisms, cognitive potential, work dynamics, etc.) and compare points of view (various participants and profiles) in order to have the means to judge fairly and thoroughly.
3/ De-contextualization should be prioritised in projective exercises to allow managerial performance to be focused on effectively. The internal environment, which is inevitably linked to the trade, could indeed make the potential approach less effective.
4/ The system should be adapted to local specificities when the identification process is developed on a corporate scale. This means adapting the tools, but also using local and international participants.
5/ The talent detection device(s) must be driven and supported by the company’s management. Otherwise, holding back and fear of exposure, which are natural inhibitors, can get in the way.
6/ The approach must place responsibility on the employee; it is key for success. Indeed, the individual must be actively involved in his assessment and subsequently, the feedback. Then, it is up to him/her to make the best use of this feedback, as well as the resources made available to him/her in the years that follow.
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