You can probably get a good “feel” for a candidate’s goals just by chatting with them. But what if there was a more concrete way to identify high-potential talent at your organization?
70% of talent leaders said they were either already using assessments to get the right people in the right roles — or interested in testing assessments for that purpose.
Talent assessments build behavior maps based on candidates’ soft skills, traits, values and motivations. These behavior maps identify the traits most associated with high potential and performance. A candidate who scores high on drive, for example, will demonstrate ambition and the desire to move forward in their chosen career path.
By identifying your high-performing talent, you create an opportunity to offer them the right career track and a chance to prove themselves.
You’ll increase your odds of determining which employees are the best candidates for positions of longevity and mobility within the organization — and keep them from unnecessarily leaving you for the competition.
Once you know who exhibits the drive and ambition for career mobility, it’s critical to match high-potential talent to a set of future-facing options for career pathways. This shows that you recognize their drive and acknowledge their potential — while still giving them agency and control over their destiny. You can empower them to select the specifics of their career track to open up more tangible options for re-skilling and mobility.
Looking at talent assessment results collectively across the organization will also help you identify skills gaps. Matching high-potential talent to re-skilling opportunities satiates their hunger for professional growth while also keeping your organization on a forward-facing track.
How are you identifying your best workers and creating the right opportunities for them?
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