Does your methodology have proven predictive validity
Talent Identification
You have a cohort of supervisors from different departments.
You need to identify which of them can be developed into more senior leadership roles. You also need to identify which of them can be long term successors to middle and
Your management career path looks as follows:
Senior Manager
Manager
Superintendent
Supervisor
How will you go about doing this? Issues to consider are:
Talent Management
You have a cohort of supervisors from different departments.
You need to identify which of them can be developed into more senior leadership roles. You also need to identify which of them can be long term successors to middle and
Your management career path looks as follows:
Senior Manager
Manager
Superintendent
Supervisor
How will you go about doing this? Issues to consider are:
Can it make reliable long term predictions
Is your High Performance Pool and your Talent Pool the same thing?
Does Performance = Talent?
Many organisations use job performance as the yardstick for identifying their talent pipeline. Here the assumption is that the high - performance employee pool is the same as the high potential employee pool.
This is a risky practise. Future roles put different and greater demands on an individual than his or her current role. On what basis then can one conclude that performance in an easier less demanding role will predict how well someone will perform in a future more demanding role?
Furthermore each individual will also reach a ceiling at some stage in their career – the maximum job level at which they have the potential or capability to perform. A high performer in a current role may have reached his or her ceiling in this role and plateaued. Promotion into a more challenging role has a good chance then of over – stretching this individual and set him or her up for failure.
Identify High Pots within the High Performance Pool
The correct approach is to identify your high potentials from within your high - performance pool. Measures of cognitive ability and personality/emotional intelligence are robust and objective indicators of potential. This is the approach we take to help our clients identify their talent pipeline.
Our cognitive test battery correlates an individual’s cognitive ability with the following job levels:
Senior Management
Middle Management
Supervisory
Skilled
Semi Skilled
Our personality test identifies individuals with medium to strong leadership profiles, from those who are not well suited to leadership roles. We distinguish leadership potential as follows:
Natural
Individuals with strong leadership profiles
Fit
Individuals with moderate leadership profiles who can be developed
Stretch
Individuals who possess few leadership traits