There is a limitless inventory of unrecognized, under-developed, and under-utilized talent in every employee, yet the failure to use it is contributing to loss of productivity, lower morale, employee disengagement. and turnover.
ARE YOU MINING TALENT THE OLD WAY?
CONTACT US TO EXPLORE HOW OUR TECHNOLOGY COULD BE EFFECTIVELY APPLIED IN YOUR ORGANIZATION
ORGANIZATIONS THIRST FOR CAPABLE PEOPLE... WHILE DROWNING IN A 'SEA OF HIDDEN TALENT'
2 FEATURED PRODUCTS IN OUR TALENT CATALOG
Candidate Evaluation - compares candidate talents to job standards
Domains of Genius - model of task-specific hyper-competencies
Strengths Mapping - maps strengths into domain-specific genius ♥
Domains of Genius Worksheet - maps strengths to applications
Guide to Hiring Talent - high-achievable selection standards
Learning Matrix - matches learning needs to learning solutions ♥
Talent Measurement - identifies connected individual strengths♥
3-D Talent Profile - talents for Work-People-Environment synergy
Talent Roots in Sales - compares traits and values of sales reps
Work Preference Survey- asks candidates to express preferences ♥
WPS Interpretation - how WPS predicts job-person compatibility
Work-Life Analytics- causes of performance-talent-potential ♥
Do You Have People Like Ted in your Organization?
CAPTURING 'SURFACE TALENT' IS FOR AMATEURS
Modern miners don't pan for gold like prospectors in 1849. They use technology and scientific methods to explore the probability of getting a high return on investment. They don't just hope to find gold...they know from science that something of value is there. The question they ask is, "Can I capture it with acceptable costs?" Human talent is today's 'gold rush' because there is hidden and under-used talent in every employee. We can help you conduct 'scientific talent mining' to find and productively apply it.
We have 5 Levels of Measurement to Mine Talent Gold ♥
1) Traits - qualities, motives - motivation, personality, drivers
2) Preferences - personals style, career fit, diversity, teamwork
3) Values - important beliefs, expectations, assumptions
4) Skills - knowledge, experience, competencies, strengths
5) Behaviors - action patterns, direct causes of work results
Surveys from our inventory would have shown Ted was a careful, methodical thinker who was moderately risk-adverse, who valued quality and warm interpersonal relationships with clients-coworkers. The skill set he relied on most was his ability to focus on relevant details to assess if a portfolio was good or bad. And when asked what behaviors led to his success he said, "being cautious". Surveys from all 5 levels predicted incompatibility. Lesson learned.
Domains of Genius are narrow bands of exceptional capability that enable otherwise' ordinary' people to easily learn and consistently excel in domain-specific tasks. Every employee has 'Domains of Genius', but far too much of this latent talent goes unrecognized, under-developed, or under-utilized because managers 1) look only at talent that satisfies immediate needs instead of future potential, 2) don't appreciate and capitalize on talents outside the job-box boundaries we assign people to make their work easy to manage. Contact us. We have tools to identify-assess-develop-apply vast, unused sources of talent.
Talent Inventory is a collection of assessments and diagnostic tools that measure talent on 5 levels (traits-preferences-values-skills-behaviors). HR pros and line managers use this information to explain-predict-improve an employees' performance, intervene on root causes of problems, and better capitalize on their visible and hidden talents.
Case History of Talent Mismatch After Changing Jobs
Managing talent is complicated by the fact that that it is constantly changing as we learn and forget. Work and Environmental demands are also changing so even the best talent strategy and talent engagement plans are confounded by uncertainty. Whether it is instant or gradual, 'change dynamics' confound our organization's, manager's and employee's ability to manage talent so that just enough of the right type is available when needed.
True example: Ted, a financial advisor, recently experienced a job-person compatibility conflict because a new employer offered him a job based solely on his record of excelling in his prior work role and environment. After decades of analyzing portfolios one at a time in his old job, Ted's new employer expected him to simultaneously monitor multiple computer screens and in real time, make decisions with far-reaching impact. Risk-taking, (and decision making in the blink of an eye) were not in Ted's talent inventory so almost overnight he went from being exceptionally talented to 'untalented'.
In reality, he was just incompatible with his new job demands and fast-paced environment. If Ted or his new employer had compared Work-Person-Environment synergies between the past and new roles it would have been apparent that the very reasons he was a superior employee in his last job actually conflicted with the demands of the new one. Odds are you have talent mismatches. Contact us to find and fix them.