Cage Talent

Description

When all is said and done, a top executive needs to orchestrate performance and reduce risk. It’s one thing to “read” a spreadsheet, but it’s something quite different to “read a candidate or an employee.” To survive and thrive today, every organization has to have a process to respond to its needs for talented people. Whether organizations use the term talent management, human capital, or some other label, organizations must have in place procedures and techniques to address the following: What we have found is that it’s dramatically useful to with three self-scoring instruments. The first two measure values and behaviors and get at why someone will do the job and how they’ll do it. The third instrument is an indicator of derailing or career-stopping behaviors prior to making them a finalist…or an employee. -Assess current employees with a values and behavior instrument. This provides very powerful information for self-development and for improved teamwork. The experience with these instruments also starts the slow transition to a powerful competency-based approach to evaluating performance. -Assess all employees who are in, as Jim Collins describes them, “key seats,” based on a core set of competencies using sets of 360o assessments. -Use the resulting knowledge to (a) develop candidate interview questions that get essential competencies in every job, (b) create feedback and development paths for each person assessed, and (c) generate a competency model to shape your hiring steps.

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