Market developments move faster than ever before and have a much more profound impact on organizations. In order to effectively deal with changes, organizations need to wonder in what way they are truly distinctive.
Talent analytics allows organizations to strengthen their distinctive ability when it comes to the most decisive factor: the talents of their employees.
For organizations that want to make a difference, the 'DNA' of their employees is increasingly becoming the determining factor. Thanks to insight into the talents of employees and research about how employees make use of those talents compared to employees from other organizations in the same industry, it becomes crystal-clear how the organization is doing and what is needed to be able to take the desired steps.
Distinguishing ability and benchmarks
With talent analytics, a highly focused link can be created between the talents and qualities of employees and the distinguishing ability of the organization. An organization that, for example, wants to distinguish itself from its competitors by excellent customer service, will need to be staffed by very customer-oriented employees.
Just training employees and adjusting work processes is not enough. Because one can doubt whether that would lead to the desired level of customer orientation that is needed to make a difference compared to the competition. Before every training, it should be examined whether the involved employees are capable of developing to the level required for this competence.
More focused success predictions
In the more than 20 years that PI Company exists, a database has been created with data regarding hundreds of thousands individuals. This anonymized data has subsequently been enriched with data about, for instance, age, position, industry, education and professional experience. Linking these pieces of data allows for the creation of benchmarks regarding the levels of talents and command over competencies.
These benchmarks can, for instance, provide insight into the qualities of specific groups of employees, the possibility for development when it comes to skills such as customer orientation; but also the development and make-up of the management team.
Insight into the ‘DNA’ of the management
For the realization of the organizational strategy, the role of the management is crucial. Therefore, it is very important to know whether:
- The current management is equipped with the specific qualities and talents that are needed to realize a necessary adjustment the organizational strategy.
- The employees who are trained internally for a management position, might also become the managers and directors in the future.
- The management team has the capacity to achieve determined objectives in a quickly changing context.
For insight in the ‘DNA’ of the management, the use of benchmarks can be highly relevant. For example:
To develop towards the executive board level or not?
- How do personality profiles, and therefore the relative strengths and weaknesses of managers, relate in different industries?
- How do the personality profiles of senior managers and the personality profiles of managers that are lower in the hierarchy of the organization, relate?
- Are the profiles of our top performers different than the profiles of our upcoming talent?
- Do we as an organization have the right people available to take over from the crucial players in our organization?
In an organization that is active in a specific industry, two characteristic personality profiles emerged for managers. Managers who had started out on a lower level within the company and developed towards a management position, had a different personality profile than externally recruited managers (who usually also had a higher-level position).
When comparing the personality profiles of managers with a general management profile with the profiles of other managers, it appeared that the ´home-grown´ managers of this organization had the most similarities with managers from the same industry with a secondary vocational education, as well as with managers that head a small group of employees.
The question arises whether the qualities that these managers have brought to their current position in the organization are the same as the qualities that would be looked for at the executive board level. Based on this information, it is possible to see to what extent managers with a clear industry profile are capable of developing towards the level of executive board. What does this, for instance, mean for the investment in management development programs and the extent to which an organization has enough available, suitable successor?
More focused career planning
With talent analytics, developments in an organization that usually happen unconsciously become much clearer and therefore more controllable. This allows for more specific predictions with regards to the positions in which individuals will be successful. This is a benefit to the organization as well as the employee.
Based on the talent data the organization can, if certain competencies need to be developed, go with a training investment or offer a more suitable position. The employee, who takes more and more control over his or her career, can decide to exert him or herself to gain the desired competency, or can choose to go another way.
If an employee knows what they are good at and in which direction they will be most successful, they will be capable of much more focused career planning.