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.
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 through 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.
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.