“Most organisations recognise people are their most important asset, but few have real insight into employees’ future potential or where the company workforce sit against competitors,” David Leigh, CEO, SHL exerted. Once candidates become employees, their personal career path is often aligned to a company-wide conveyor belt development plan. This would be fine—if all individuals were the same. While all employees deserve to feel that they are contributing something worthwhile to their firm, it is undeniable that some possess the necessary skills to bring out the best not only in themselves but also in those around them; motivating their teams, conceptualising future improvements and executing strategies. If companies recognise this from the outset—the path from recruitment to leadership can be fast-tracked, benefitting both company and employee.
The Great Eight
SHL recently announced the launch of its Talent Analytics service; a database to help employers identify key talent areas in its recruitment candidates. Talent Analytics uses the ‘Great Eight’ indicators to identify the most valuable talents in individuals. Ranging from leading to analysing to adapting, they incorporate a set of competencies that usually would pass under the recruitment radar. Candidates taking assessments using the service are rated under each criterion, allowing prospective employers to cherry-pick those with the strengths which pertain to that particular job field, perhaps disregarding those that are less necessary to them.
Do I really need it?
Stuart Hedley, Managing Director, SHL Hong Kong highlighted the results of a talent analysis conducted with data from Hong Kong graduates compared with graduates from mainland China, G8 and the BRIC countries. The global average is 100; any result above this figure represents a strength in that field. Looking at a narrow spectrum of skills, at their cognitive ability, Hong Kong graduates achieved 193, compared to 154 in mainland China and 80 in the BRICS countries. When the ‘Great Eight’ are introduced, and a full spectrum of cognitive abilities were tested, Hong Kong graduates managed only 110, still above the global average but showing quite clearly the restricted type of graduate you may be employing. Looking in-depth at the results, it is clear to see that between the highest 25% and the lowest 25% of those students from Hong Kong tested, there is a pronounced chasm and in total a 195% difference was found between the groups.
Scaring best talent
The service will encompass online support from analysts as well as access to an online database to allow you to view your strategy against competitors in your field. Your company’s recruitment process can be analysed to identify any obstacles which may be stopping you from selecting the best talent; to show whether you are attracting the right type of talent and if so, whether you are screening them out or scaring them off with your recruitment process.
Paul Arkwright
Publisher
