People are still the most invaluable asset in the businesses, and talent management is at top agenda of any forward-looking leaders and managers. However, businesses seem to have difficulty in making the people work to their full potential. Most of the staffs are not able to deliver results as expected by the leaders. So the talent managers wonder where they have gone wrong, and how to measure people, personality and performance effectively.
The business advantage lies in the hands of people with “KASH” - Knowledge, Attitudes, Skills, and Habits will make that vital difference to the success and failure of organizations. To be successful, leaders shall know that they need to learn quickly as to how they can assign the right person for the right position at the right time, and fully unleash their potentials.
The Problem lies in ATTITUDE. Knowing the psychological process is just a necessary element that a talent manager must master. It is worth mentioning that this knowledge is part of understanding human behaviors. Studies in neuroscience show that people do not resist change; they resist being changed or being misunderstood. Emotions are very important as change is a personal thing. From talent management perspective, people interactions are both art and science, hence, organizations need to have objectivity; as you cannot assign work to people based on individual bias and prejudices, therefore, apply data-driven, talent analytics to the people management is crucial. This can follow very quickly as employees grow and are making the mental shift themselves that as they grow, against clearly defined competency expectations that should be linked to reward.
Measuring performance and determining learning needs are two of the key drivers for implementing competency frameworks. It is important to build a global learning work force, engaged in a broad range of responsibilities, working on an integrated model to link workforce capacity, hiring, workforce deployment (project assignments), performance, and learning. You may already know everything you need to know, but it may just be poor at executing, or disengaged in some way. Determining which and what intervention to change behavior could be very different and need to have different assessment mechanisms, but it is still derived from the same core, functional or technical competency.
There are a lot of additional parameters, correlations, and context that should be taken into account as talent-related decisions and measurements are complex, integrating data-driven skills and tools into HR will challenge the organization to be more fact-based, more objective, more cost-effective, and ultimately learn to earn by measuring people, personality and performance accordingly.