Keep in mind, it’s critical to assess the quality of talent managers themselves, their value, talent, world view, philosophy and methodology.
Top performers are looking for growth, recognition, career opportunities, and learning. The quality of assessors is critical to the quality of the assessment result.
The cognition & character assessment is not a stand-alone assessment, but a structured talent development process: Cognition is the ability of our mind to think and decide; character is like our back bone to decide who we are psychologically. Within every human being, there are core ways of thinking that, when activated, genuinely unlock their potential to create value in any situation. The mindset assessment and development should not only focus on assessing thinking skills, but also need to coach the people how to tap into their most powerful and brilliant modes of thinking anytime, anywhere, under any circumstances. The character assessment should evaluate integrity, resilience, raising emotional intelligence to the level of emotional wisdom. The emphasis of talent development is not about fixing weaknesses, more about improving judgmental intelligence and eliminating the negative influence of "weaknesses" and habits so that maximizing value in all forms can be created.
Traditional talent assessment usually evaluates performance based on quantity, but ignoring personal drive, innovativeness, influence, and the overall potentiality of people. Such approaches become the very bottleneck to truly understanding the authenticity of talented professionals, because often “Who they are,” not depend on what they do, or what they say, but about what they think, and how they think; assess motivational drivers and passions. Fitting or mis-fitting is contextual, you need a “misfit” mind to innovate culture, because sometimes a “too fit” homogeneous team might cause change inertia. It’s important to provide a well-rounded assessment baseline of "character" or cognition for recognizing and developing talent effectively.
Capabilities & talent is assessed through consideration of completeness, coherence, uniqueness, consistency of levels: One of the important tasks of talent managers is to help each employee succeed. In most cases, that should be the overriding general goal. Talent evaluation is an ongoing process. An objective assessment of capability includes the importance of each capability to professional development; suitability, coherence, uniqueness, consistency, and different weighting may be applied to shaping core professional competency. The integrity of professional capability is tested through traits such as learning agility, attitude, passion, motivation, discipline, and wisdom. Etc.
The criteria to evaluate capability maturity need to clearly identify the core competencies and focus more on tuning core professional competencies. The capability maturity can be measured against the achievement of desired outcome and become who you want to be. In the organizational setting, it is not just about a performance appraisal or focusing solely on an individual; it is about investing human capital; optimizing human assets; that requires many different initiatives and actions in order to build collective human capabilities, for reaching the next level of talent discovery, growth and autonomy.
Behavioral styles and patterns Identification enables the management to push certain changes manually and predict outcomes: Behavior is a manifestation of attitude, attitude results from the thoughts and mind. The mindset influences attitude and attitude drives behavior performance. To put it simply, behavior is the reflection of your mind. So identifying behavioral styles or patterns enable the management to observe deeper, identify patterns, and correct undesired behaviors on time. When something is going wrong, you can navigate from patterns to patterns to learn about a problem space, peel back the layers to figure out the root causes, and solve the problem systematically.
You can certainly change behaviors with the right push, however, transformative changes come with inspiring the mind and challenging winning attitudes. Behavior can be changed either through operational adjustment in smaller changes; or through transformation via adaptive shifts in thoughts or beliefs that result from looking inward and reflecting. Short-term behavior changes are common under pressure, but it breeds discontent and people revert to their original habits in the long run. The behavior performance is related to expectations that management has when it comes to an employee's role. Thus, to encourage behavior change, inspiration and motivation are both important to make change sustain.
In order to manage people as human capital, rather than just cost or resources, talent managers need to articulate clearly what constitutes “talent,” how can they assess talent objectively; how do they define the right people? Do they have fresh eyes to recognize deep minds and thoughts? What's their philosophy and practice to put the right people in the right position at the right time, and how do they measure talent? Keep in mind, it’s critical to assess the quality of talent managers themselves, their value, talent, world view, philosophy and methodology. Through integral people management, people are committed to developing their talents, build differentiated and sophisticated professional capabilities which are based on deep expertise, transdisciplinary knowledge, cross-boundary experience, and strong discipline.
The cognition & character assessment is not a stand-alone assessment, but a structured talent development process: Cognition is the ability of our mind to think and decide; character is like our back bone to decide who we are psychologically. Within every human being, there are core ways of thinking that, when activated, genuinely unlock their potential to create value in any situation. The mindset assessment and development should not only focus on assessing thinking skills, but also need to coach the people how to tap into their most powerful and brilliant modes of thinking anytime, anywhere, under any circumstances. The character assessment should evaluate integrity, resilience, raising emotional intelligence to the level of emotional wisdom. The emphasis of talent development is not about fixing weaknesses, more about improving judgmental intelligence and eliminating the negative influence of "weaknesses" and habits so that maximizing value in all forms can be created.
Traditional talent assessment usually evaluates performance based on quantity, but ignoring personal drive, innovativeness, influence, and the overall potentiality of people. Such approaches become the very bottleneck to truly understanding the authenticity of talented professionals, because often “Who they are,” not depend on what they do, or what they say, but about what they think, and how they think; assess motivational drivers and passions. Fitting or mis-fitting is contextual, you need a “misfit” mind to innovate culture, because sometimes a “too fit” homogeneous team might cause change inertia. It’s important to provide a well-rounded assessment baseline of "character" or cognition for recognizing and developing talent effectively.
Capabilities & talent is assessed through consideration of completeness, coherence, uniqueness, consistency of levels: One of the important tasks of talent managers is to help each employee succeed. In most cases, that should be the overriding general goal. Talent evaluation is an ongoing process. An objective assessment of capability includes the importance of each capability to professional development; suitability, coherence, uniqueness, consistency, and different weighting may be applied to shaping core professional competency. The integrity of professional capability is tested through traits such as learning agility, attitude, passion, motivation, discipline, and wisdom. Etc.
The criteria to evaluate capability maturity need to clearly identify the core competencies and focus more on tuning core professional competencies. The capability maturity can be measured against the achievement of desired outcome and become who you want to be. In the organizational setting, it is not just about a performance appraisal or focusing solely on an individual; it is about investing human capital; optimizing human assets; that requires many different initiatives and actions in order to build collective human capabilities, for reaching the next level of talent discovery, growth and autonomy.
You can certainly change behaviors with the right push, however, transformative changes come with inspiring the mind and challenging winning attitudes. Behavior can be changed either through operational adjustment in smaller changes; or through transformation via adaptive shifts in thoughts or beliefs that result from looking inward and reflecting. Short-term behavior changes are common under pressure, but it breeds discontent and people revert to their original habits in the long run. The behavior performance is related to expectations that management has when it comes to an employee's role. Thus, to encourage behavior change, inspiration and motivation are both important to make change sustain.
In order to manage people as human capital, rather than just cost or resources, talent managers need to articulate clearly what constitutes “talent,” how can they assess talent objectively; how do they define the right people? Do they have fresh eyes to recognize deep minds and thoughts? What's their philosophy and practice to put the right people in the right position at the right time, and how do they measure talent? Keep in mind, it’s critical to assess the quality of talent managers themselves, their value, talent, world view, philosophy and methodology. Through integral people management, people are committed to developing their talents, build differentiated and sophisticated professional capabilities which are based on deep expertise, transdisciplinary knowledge, cross-boundary experience, and strong discipline.
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