Talent assessment, well beyond recruitment

In today’s talent-hunting environment, we often hear the same yet relevant question: WHY do we assess talent if, at the same time, we know it to be scarce and sought after? And more importantly, WHY entrust this task to an external firm, especially in such a precarious economic context? In addition to recruitment, talent assessment is a strategic investment to address current and future organizational issues.

Company’s Credibility and Image

Time is often of the essence when it comes to recruiting talent. Whether it’s a planned or unplanned departure of an employee or the creation of a new position, the temptation to hire quickly is strong. Some managers even joke that “as long as they have a beating heart, the job is theirs!” Unfortunately, the risks of this approach are numerous and have been widely demonstrated.

In reality, candidates often have a number (if not a wide range) of opportunities they can choose from, and will typically explore these to choose the most advantageous one. Their first and only contact with the organization is often during the hiring process, which alone reflects certain key characteristics of the organization, including its values and priorities. However, in the context of a shortage of candidates, it is more important than ever to take a real interest in the people “behind” the candidates and to get to know them well, not only to meet the immediate organizational need but also to integrate them well and support them in their development. The best way to get to know them and to show them that they are “taken seriously” is to have a talent assessment process that is effective, credible and professional, with this short and longer-term vision. This process can be completed virtually, customized and optimized according to the client’s needs, to best predict future performance in the targeted position. 

Job Satisfaction, Well-being and Retention

Today, health and well-being, in general, are also high on the HR agenda of organizations. Even though they are a shared responsibility between the employer and the employee, one of the first winning conditions to ensure, from the start, is an optimal match between the person, the position and the organization. This is associated with greater job satisfaction and promotes well-being, commitment and job retention. To ensure this, it is essential not only to have a good understanding of the organization’s values, needs and challenges but also to conduct an in-depth reading of the various facets of the individuals in order to assess their degree of compatibility. The multi-source approach remains the recommended option to target the person’s cognitive abilities, soft skills, expertise, values or any other criteria deemed essential by the organization. It is also the approach that best predicts job performance and is therefore the most associated with organizational performance.

Internal Mobility

Among the major current trends in human resources, internal mobility is proving to be an increasingly important lever. While finding the ideal “gem” is often tricky on the market, a growing number of organizations are seeking to make the most of their employees’ skills and invest in their professional development, which, at the same time, fosters their mobilization and commitment to the company. In order to identify internal talent objectively and fairly, it can be wise to rely on specialized and trained expertise to use effective assessment tools and act as an interface between the individual’s profile and the organization’s needs. This approach also contributes to the credibility of the process and provides the necessary solidity in the event of questions or challenges.

Professional Development

A clear and complete understanding of the individual in his or her organizational context is the starting point par excellence for aligning the development plan and accompanying the individual on his or her career path. In order to do this, professional feedback, however delicate, is highly recommended between the selection and development stages of the person’s career, and can also be provided by an external firm.

Talent assessment results also provide a detailed view of the workforce that can help the organization determine where to make the wisest investments in development and training, and to plan and align business strategies with current and future needs.

Succession planning

In the context of an aging population and a scarce workforce, one of the major concerns of today’s executives is succession planning, including finding their own succession. Once again, talent assessment not only allows us to identify high-potential employees but also to have a precise portrait of potential and current resources in order to properly plan and prepare the company for its future challenges.

Conclusion

By supporting not only the recruitment of talent but also their well-being, retention, mobility, development and succession planning, talent assessment should increasingly be viewed as a critical step in the life cycle of individuals and organizations. With its multi-factorial impact, it is, in a way, an unavoidable investment for today’s organizations.

 

Marie-Christine Drouin, M.Ps.

Leader – Talent Assessment, I/O Psychologist, Coach