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Research on talents

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Dimmyvz

Presentation research TM by Cubiks, presented at a conference with IBM

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How do organisations identify talent and assess potential? A benchmark study of high potential assessment methods Amsterdam, April 22nd 2009 Dimmy van Zanten, Country Manager NL
Cubiks Talent Benchmarking Study ,[object Object],[object Object],[object Object],[object Object],[object Object]
The study gave insights in two aspects: ,[object Object],[object Object]
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Short-term focus on financial results results in short-term focus on potential ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Low staff turnover leads to long-term focus ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],Who conducts the assessment?
What rating system is typically applied in Talent Assessments? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Example box grid Low High High Performance Potential 5 - 10% 5 - 10% 40% 40% Individuals in this group could move to achieve high performance with the right training or coaching Individuals in this group may be given a performance improvement plan or be managed out This group is given entry to high potential programme This group may need exposure to different areas of the business
Those not considered to be High Potentials… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What are the critical high potential competencies? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
‘ Meta-competency’: Learning focus ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organisation specific competencies ,[object Object],[object Object],[object Object],[object Object]
What role does personality play? ,[object Object],[object Object],[object Object],[object Object]
Emotional intelligence ,[object Object],[object Object]
General Mental Ability ,[object Object],[object Object],[object Object]
Understanding the role of derailment factors ,[object Object],[object Object],[object Object]
Derailment factors include: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object]
How Cubiks can help ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Your questions

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Research on talents

  • 1. How do organisations identify talent and assess potential? A benchmark study of high potential assessment methods Amsterdam, April 22nd 2009 Dimmy van Zanten, Country Manager NL
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  • 9. Example box grid Low High High Performance Potential 5 - 10% 5 - 10% 40% 40% Individuals in this group could move to achieve high performance with the right training or coaching Individuals in this group may be given a performance improvement plan or be managed out This group is given entry to high potential programme This group may need exposure to different areas of the business
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