Initiateassessmentoftalent

It’s important to make qualitative assessment about character, mindsets, potential, multidimensional intelligence and culture effect.

Digital is the age of people-centricity, one of the most critical responsibilities of people management is to develop people, use their talent in the right way, unleash their potential, and put them in the right position to solve the right problems effectively.

Talent performance and potential assessment are not just a stand-alone assessment, but a structured personalized talent development process and a structural management scenario.



Cognitive assessment: The digital era upon us means information flow, knowledge flow, mind flow, thus business flow. Most organizations fail to manage talent effectively because they focus on improving the processes with a silo mindset. Talent management is not static, but needs to be dynamic and innovative, take a cross-disciplinary approach for unleashing human potential cognitively, anthropologically, psychologically.

We are what we think about. Can you measure a person’s character or mindsets with the varying thought processes? How to take more objective approaches to assess talent as deep as in mind level? To dig into the mindset level, it’s helpful to break down assessment types to evaluable multiple aspects such as cognitive skills (critical thinking, creativity), decision-making biases; motivational drivers and passions; behavioral styles and patterns, etc. Cognitive assessment and development not only focus on assessing the thinking skills of people, but also need to coach people how to tap into their most powerful and brilliant modes of thinking, develop creativity.

Professional competency assessment: Professional capability is the ability to do certain professional works and solve certain problems with a set of skills. There are necessary capabilities, differentiated capabilities, or a core competency built by a set of relevant capabilities with focus. The objective assessment of capability is important to design, architect, build, and preserve core competency, for shaping the new breed of competitive, innovative and unique business leaders and professionals. The criteria to evaluate capability maturity need to clearly identify, and define the level of professional capabilities and focus more on tuning core professional competencies to make high professional achievement.

Usually, the more complex the problem is, the higher level of professional capabilities are needed to solve it. Thus, the capability maturity assessment is based on the scale and scope of problems you can solve, and the degree of impact you can make on your surroundings, organizations, or our society. That means the capability maturity can be measured against the achievement of desired outcome. In the organizational setting, it is not just about a performance appraisal or focusing solely on an individual; it is about investing human capital for organizational long term prosperity. 

Innovative potential assessment: Professional potentiality is the ability and interest to take on more responsibilities in the future, be qualified to take the next level of professional roles for achieving future performance. The self-assessment of potential is for inspiring authenticity; growth mind, engagement, trust, and innovation. Potential power is the combination of power of mindset, power of knowledge, power of competency, and power of learning/training. Make a talent assessment of professional potential by pondering: How well does the individual continue to perform and grow in their current roles? And how likely are they able to to take on new challenges at work, rapidly learn and grow into next-level roles, or roles that are expanded and redefined as business changes?

Learning agility, creativity, holistic understanding, communication, time/resource management skills, systematic problem-solving, etc, are all great traits in potential assessment and development. Individuals showing potential are distinguished usually by their mastery of new roles quickly and effectively, learning more rapidly than their peers, and more innovative for problem-solving. The difference between senior and middle-level professional roles is not just about sharpening linear skill sets, more about multidimensional thinking and nonlinear capability development.

In order to manage people as human capital, rather than just cost or resources, talent managers need to do self-checking by asking: For what purpose are you assessing talent, and how can you improve talent management effectiveness? It’s important to make qualitative assessment about character, mindsets, potential, multidimensional intelligence and culture effect. Data-driven talent management will bring business leaders together across the organization to share their experience and insight wherever there is a GAP in the system, help to streamline and identify root causes immediately and give practical guidance for improving talent management effectiveness and maturity. 

Posted in: Performance Master,Talent Master