Case of Talent Mismatch After Changing Jobs
Fact is every employee has unrecognized, under-developed, and under-utilized talent. Failure to use it contributes to lower productivity, disengagement, and turnover.
STILL MINING TALENT THE OLD WAY?
Domains of Genius are narrow bands of exceptional capability that enable otherwise 'ordinary' people to quickly-easily learn certain tasks and consistently excel in them. Every employee has 'domain-specific genius', so if you look for it with the right tools you'll find it and see ways to develop it into productive skills. Sadly, far too much of this 'latent talent' goes unrecognized, under-developed, or under-utilized because most HR pros or managers are looking for a particular job skill instead of exploring human talents.
Talent Inventory collects, analyzes, and stores talent data on 5 levels of measurement.
The diagnostic data enables problem solving at the 'root cause' level and captures more of people's visible-hidden talents. While still experimental the technology is functional.
CONTACT US TO EXPLORE HOW OUR TECHNOLOGY COULD BE APPLIED IN YOUR ORGANIZATION
Modern miners don't pan for gold like the prospectors in 1849. They use technology and scientific methods to explore the best way to get a high return on investment. They don't just hope to find gold, they know from science where it is so their question is, "How do we capture it cost-effectively?"
Human talent is the 'gold rush' of the 21st century because there is hidden and under-used talent in every employee. We have the tools to enable 'scientific talent mining' .
Surveys from our Success Management Inventory showed that about half the candidates in a high potential leadership development program were unlikely to excel as managers -despite being exceptional individual contributors. Executives who nominated these people mistakenly confused their high productivity with managerial capability. The assessment battery actually showed that they were not even interested in management type work let alone likely to excel in the role.
We helped the client retain these productive contributors by re-channeling how they recognized and rewarded them for their technical rather than managerial capabilities. We later found that most of these top-performers wanted the pay that came with being a manger but dreaded the job itself, so they expressed delight that their organization saved them from a dreadful job but still found ways to reward their contribution.
MANY ORGANIZATIONS THIRST FOR ABLE PEOPLE WHILE DROWNING IN A 'SEA OF TALENT'
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
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 ♥
Case 2: Mass Illusion of Management Potential
Our greatest joy is solving the challenge to identify-catalog-develop-apply the special talents in otherwise 'ordinary' people.
Join us in our quest to capture-refine-use peoples' hidden or under-utilized talent by asking us to assess one of your employee's 'Domains of Genius'. If we can't find it you pay zero.
Background: Judy, a financial consultant, experienced a job-person compatibility conflict because a new employer offered her a job based solely on her record of excelling in her prior work role and environment. After decades of analyzing portfolios one at a time in her old job, Judy's new employer expected her to simultaneously monitor multiple computer screens in real time and make decisions with far-reaching impact. Risk-taking, (and decision making in the blink of an eye) were not in Judy's talent inventory so almost overnight she went from being exceptionally talented to 'untalented'.
Judy and her organization agreed that the new job and her 'Genius' were mismatched so they granted her ample time to find another job where they were needed. She did and is now back to succeeding with the same Talent Inventory of traits, values, preferences, skills, and work behaviors.
Contact Us to learn how our we can help
HR pros and managers use this information to explain-predict-improve employee performance, and develop their talent.