Personnel Assessment |
Personnel Assessment
 Personnel assessment — when is it needed
Personnel assessment becomes necessary when a company wants to address certain staffing needs, the most typical of which are:
- Identifying long-term and effective succession reserves of the company
- Selection and hiring of new employees for key positions
- Transfers and promotions within the organization
- Assessing employees? potential as part of periodical appraisal
- Optimizing the number of employees, etc.
In all these cases, the key principles for conducting an assessment are:
- Clearly defined assessment criteria,
- Maximally objective methods of assessment,
- Detailed conclusions and recommendations following the assessment — not only for the company and unit management, but also for the employees who were assessed.
Our strategy
Many years of experience with leading Russian and world companies have given us a whole array of assessment tools that easily fit into assessment practices already existing within an organization, bring to light yet undiscovered employees? potential as well as limitations, help to get maximum developmental and motivational effect, involve employees into constant everyday work to develop competencies most needed by the company at a given point in time.
How we do it:
- We draw Competency Models and Position Success Profiles.
- We conduct Assessment Centers and Development Centers, fine-tuned to a specific business and positions being assessed.
- We conduct Individual Assessment for managers and executives (an in-depth interview).
- We gather feedback using 360 degrees method.
- We screen large pools of candidates for succession reserves using methods such as «barrier-metrics», case testing, etc.
- We develop individual and group recommendations for assessed employees.
- We compare results of the assessment with the industry average (when assessing standard competencies).
- We help design the optimal development plan as a follow-up for the assessment.
An important 2006 addition — we now assess competencies and derailers, i.e. qualities that hold back your managers and prevent their success.
|
|
