April 29, 2019 - No Comments!

Talent Assessment and Development Study

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A sneak peek into the analysis of priorities, strengths, and challenges of organization-wide talent transformation initiatives

Organizations have spent decades developing their talent to ensure that people are placed in roles suitable to their personalities and skill sets. Going a step further, organizations also deploy assessment initiatives to hire the right people, ensuring higher levels of productivity from the beginning.

The goal of business is growth, for which people within the organization play a significant role. To ensure this, organizations look to empower their employees to be high performing and grow in their careers along with the organization. To promote employees and empower them to take on new responsibilities, organizations invest in employee development.

Jack Welch

Unfortunately, a significant part of these development initiatives take into account only the organizational requirement and not the employees’ developmental needs.

In essence, talent management practices within organizations are highly fragmented – different teams are responsible for a particular function within the organization:

  • Assessments for hiring – recruitment teams
  • Assessments for internal mobility and promotions – talent capability teams
  • Talent development – Learning and development teams

However, talent management is the collective function of the HR team. Therefore, the processes of hiring, onboarding, promoting, assessing and developing talent needs to be integrated, such that employees see it as part of their life cycle within the organization.

In this latest study, the KNOLSKAPE Insights Centre dives into understanding the importance of assessment and development of employees, and the need for integrating the two practices for holistic and impactful talent management.

The cumulative report of this research is categorized into three sections:

  • Talent Assessments
  • Developing People
  • Bringing it all together – linking assessment and developing initiatives

The following is a brief summary of the report.

Part – 1: Why assess at all?

Assess

Organizations don’t focus enough on empowering leaders to better identify employee strengths and gaps. Such organizations risk low employee engagement and losing high potential, high performing talent.

Our research shows that 81% of organizations conduct talent assessments only at the middle to senior management levels. The basis of this focus is in line with the organization’s strategic intent on grooming these employees for future leadership roles.

However, over half the respondents that participated in this study stated that they utilize assessments mostly for succession planning and recruitment only. General assessment practices are yet to include training needs identification, internal mobility and promotions, which are important criteria for talent management across all levels of the organization.

This is a concern because the current assessment initiatives do not necessarily account for:

  • Identifying top talent across all levels of the organization, and
  • Judging the efficacy of the tools used for assessment

   

Part – 2: Developing your people

Unlike assessment practices, organizations tend to be more inclusive in their employee development practices. Here, organizations invest in their people across all levels.

The gap here is that organizations rely on performance data, inputs from business leaders, survey results, individual development plans, and results from various other assessment tools to determine the training needs of employees. The needs of modern employees are often not taken into consideration.

Executive

The modern employee craves to be part of the decision-making process when it comes to their learning. Organizations with mature talent management systems, fortunately, already have mechanisms in place to enable this. For most other organizations, however, this is still far from becoming reality.

When it comes to the learning methodologies used in organizations, our research showed that it is still yet to cater to the needs of the 21st-century executives. This is possible also a result of the least amount of focus being placed on individual contributors, who generally fit the bill of the 21st-century executives.

Survey

Part – 3: Bringing it all together

Our belief is that organizations are best positioned to measure the efficacy of their leadership development efforts when they link their assessment and development initiatives.

Why?

For an end outcome, e.g. development of high potential employees, the journey starts with a series of assessments. The results of these assessments play a significant role in creating individual development plans for employees based on their strengths and skill gaps, which becomes the vehicle for further development of the identified talent pool.

Our research comprised asking talent management professionals to list their perceived challenges as well as the strengths of integrated talent development initiatives. From their responses, it is apparent that the strengths clearly outweigh the perceived challenges.

To uncover the complete analysis of current organizational talent management practices and understand the strengths of integrated talent development initiatives, read the full report.

You will also be able to test the strengths of you:

  1. Talent assessment initiatives,
  2. Talent development initiatives, and
  3. Integrated talent management efforts

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  • Published by: Anand Udapudi in Blog

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