Talent Management
How talented are the individuals you employ? Are they fulfilling their potential? If not, what’s stopping them? Are your people the most talented in your industry?
Talent is a complex, multi-faceted asset that requires careful strategic thinking and holistic, organisation-wide management. It represents the coming together of people and science, spanning the entire HR value chain. It is the key to growing revenue and market share and running a profitable business.
More than anything else, when good talent is well managed it spawns high performance employees who, in turn, build high performance organisations.
Assessing talent
Evalex uses a range of highly sophisticated, web-based assessment applications to measure the complete range of variables in the talent algorithm. It incorporates all the key drivers, enabling you to assess them in an objective, scientific and research-based way. Our talent process and assessments have been validated thro
ugh extensive research, proving predictive validity and clear targets against which your talent pipeline can be benchmarked.
The Evalex assessment process clearly identifies the level at which each manager can function, their ideal roles, inhibitors to career growth, potential for success and clear development directions. This information allows you to generate powerful talent analytics to help develop a holistic talent development strategy and talent landscape for your organisation.
Once the talent assessment process has been completed across the board, we are able to start working on your organisation’s talent landscape.
Landscaping talent
Talent landscaping means assessing all your managers, then processing them through the talent module of our assessment system to derive a talent classification, with each classification having its own utilisation strategy. The unique aspect of the Evalex Talent system is that it provides what is known as “prescriptive analytics” indicating the way forward for each leader in your organisation.
We then plot your organisation’s talent classification per business unit at each position level and compare the resultant scattergram with those of other organisations. This provides invaluable information about where your organisation lies in the race to acquire and secure the top talent in your industry.
The exercise also shows what type of talent your business needs at what level, where it should be deployed, where the gaps are, and how these gaps compare with most other organisations.
The diagram shows the normal distribution of talent across the different levels of work. Level 50/55 would be company CEO, with distribution gradually tapering down to Level 20, which would be supervisory level. These benchmarks are critical when building high performance companies.
From Pieter Bronkhorst’s Ph.D research the following was found. Companies who achieved super profits in relation to the other industry players top management teams’ (CEO and Exco team) performance in the Evalex Business Simulation (Level of Competence, Thought Leadership and Average of both) measured around 75. This is a percentile score which means the team on average performed better than 75% of the data base of 9,000 executives from 300 different organisations across 30 countries. This means that for super-profits you need a team in the upper quartile of the talent pool that can outperform 75% of the talent in the market.
Conversely, should you assemble a team of executives from the lower quartile of the talent pool, you are almost assured of a downward spiral in profitability.
Assembling a mediocre team that falls into the one of the middle quartiles (percentile rank 25-50) you will experience a long stretched out battle to stay in the green, often dipping into red at times.
Recruiting from the quartile just below the top one will at least assure continued profitability.
Evalex Talent
The Evalex Talent module, one of the many modules in the broader Evalex Talent Management System, equips your organisation with one of the most advanced talent management and analytics solutions on the market.
Evalex Talent is an incredibly sophisticated software application that combines multiple inputs to produce a talent classification and utilisation strategy for each leader in your organisation. The results are then aggregated to determine your company’s talent landscape and the strength of talent at each management level.The talent application allows you to create your own corporate talent framework, themes and classifications. The system has the power to accumulate the data for these on each leader in your company through a sophisticated algorithm to produce the talent classifications.
The process consists of four steps, as indicated in the diagram.
The first phase comprises the online Evalex Leadership Assessment. Each individual’s talent is assessed according to cognition, thought leadership, leadership competence and personality, providing the basis for the talent feedback session. During these sessions the assessment results are combined with factors around the individual’s performance, values and attitudes, aspirations and management opinion. These inputs are combined to determine the individual’s talent classification.
These inputs are processed through a well-researched and defined algorithm which results in a number of metrics such as Current Position Fit (CPF), Intellectual Capital Value (ICV), Career Velocity (CV) and Potential Velocity (PV)
These metrics in turn derive both a talent classification and posit
ion on a nine-box grid as well as a utilisation and development strategy for each manager and collectively the talent landscape of your organisation.
The system caters for a wide range of talent classifications. These classifications have been developed through years of research and observation of the type of talent encountered in most organisations. For each talent classification a utilisation strategy is also proposed.
The diagram below shows the normal distribution of talent across the different levels of work. Level 50/55 would be company CEO, with distribution gradually tapering down to Level 20, which would be supervisory level.
Individual talent classifications feed into the company’s talent framework to develop a talent statement and inform the overall talent strategy.
Evalex Talent is a powerful tool to define your organisation’s talent landscape.
EvaleX30 Evalex35 and Evalex40
What is Evalex30
The EvaleX30/40 is an Intergrated Assessment Center and Psychometric test battery consisting of the EvaleX Business Simulator (EBS) and the Evalex20 Psychometric Battery assessing 6 Key Leadership Situations over 100 key dimensions covering a full range of performance predictors in one seamless on-line assessment battery using Projective Techniques. Like all of the EvaleX solutions it is incorporated into the EvaleX Talent Eco System.
The EvaleX30/40 is based on extensive research into the factors that predict High Impact Corporate Leadership. The research has indicated that high performing managers tend to be competent in handling the following key managerial events:
The difference between the three products are:
- Evalex30: 4 EBS simulations plus Psychometrics.
- Evalex35: 5 EBS simulations plus Psychometrics.
- Evalex35: 6 EBS simulations plus Psychometrics.
When to use Evalex30
For recruitment, promotional and development decisions from middle management (work level 3) upward to CEO level (work level 5-6)
Research
A large number of research studies spanning the past 10 years have repeatedly confirmed the correlation coefficient of the Evalex Business Simulation at a range between 0,55-0,65 with reliability in the order of 0,90.
When combining the EBS with the Evalex Psychometrics we have found a 90% accuracy in predicting job level and performance.
In a longitudinal study within a large financial institution where just over 100 appointments were made over a three year period based on Evalex35, it was found that 80% of those individuals recommended through Evalex ended up in the top 20% of performers in 6 consecutive performance reviews. Of those individuals appointed despite a recommendation from Evalex as to unsuitability, 90% ended up in the bottom 10% or had to be dismissed.
Prediction of level of work
A perception in the market exists that only cognitive tests can be used to pre
dict the work level at which an individual can function at. In this process the power of assessment centre technology may be under-estimated. In a regression analysis involving just over 700 leaders from multiple organisations, it was found that the EBS had double the predictive validity of personality tests and 4 times the predictive validity of Cognitive tests.
Our research has further found multiple cases of managers and technical staff with high cognitive scores under-performing. When they then complete the EBS the scores were commensurate with the low performance level.
Should the EBS have been done from the start, the client company would probably not have appointed or promoted these individuals.
The EBS mirrors job performance at a 90%. So good performance in the EBS translates to good performance on the job and vice-versa.