​​​MEASURE TO SUCCEED

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.

How HR Measures Saved Judy from Termination

          TALENT

Assessment-Development Technologies to Enable Work-Life Success

ORGANIZATIONS THIRST FOR CAPABLE PEOPLE... WHILE DROWNING IN A 'SEA OF HIDDEN TALENT'

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.

17 PRODUCTS FROM 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

Surveys from our inventory showed Judy to be a careful, methodical thinker who was moderately risk-adverse, who valued quality and warm interpersonal relationships with clients-coworkers. The skill set she relied on most was her ability to focus on relevant details to assess if a portfolio was good or bad. And when asked what behaviors led to her success Judy said, "being cautious".


Clearly Judy was a poor fit for a job that required decision making speed; however, the assessments also revealed some high potential capabilities: Judy had 'exceptional' reasoning ability and was also highly conscientious and dedicated to quality work.  It would have been be a waste of talent and expensive to terminate Judy so HR and the hiring manager collaborated on reassigning her to a compatible role in another department. To avoid repeating the hiring error a 'realistic job preview' was added to the interview process.

STILL MINING TALENT THE OLD WAY?

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


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'.


The organization's Talent Team came to the rescue in this case by inviting us to run a Talent Inventory of Judy's intellect, traits, values, preferences, skills, and work behaviors. The analysis revealed several 'super-star' qualities that were well outside the scope of talent required in the job.

CONTACT US TO EXPLORE HOW OUR TECHNOLOGY COULD BE EFFECTIVELY 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' .

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.

      CATALOG

Contact Us to learn how our we can help 

2 FEATURED PRODUCTS IN OUR TALENT CATALOG

CAPTURING 'SURFACE TALENT' IS AS OUTDATED AS 'PANNING FOR GOLD'

Case of Talent Mismatch After Changing Jobs