Identify, Select and Develop High Potential Candidates to become Leaders in in your Organization
Intentionally identifying, selecting, and developing high-flyers for your Company is crucial for employee engagement and success. Researchers analysed data from 37,398 leaders at 1,340 companies in 147 countries over the past 12 years, comparing leaders from different points in their leadership climb. The top three traits of successful leaders are: the ability to influence others, high energy levels, and a take-charge approach. (HR Magazine, November 2012).
Personality traits that help individuals become business-unit leaders may actually hinder their progression to the top job of chief executive officer, according to the research by PDI Ninth House, released in August 2012. Business-unit leaders scored the highest in competitiveness and intimidation and the lowest in being considerate. In contrast, CEOs scored highest in showing consideration for others, displaying influence and taking charge, and were the least likely to be intimidating.
According to the Society For Human Resources Management 2012, “Employee Job Satisfaction and Engagement Research Report”, opportunities to use skills and abilities in Companies now hold the top spot among job-satisfaction drivers, selected by 63 percent of the respondents.
The high potential candidates are those individuals who constantly and significantly outperform their peer groups in a variety of settings and circumstances. They have a strong capacity to grow and succeed throughout their careers within an organization. Employees may find it difficult to advance to leadership roles without shedding certain previously rewarded personality traits. They must let go of the following traits:
- Going along with others to avoid conflict
- Micromanaging – leaders should think in strategic terms.
- Manipulating. Instead of using a hidden agenda to get others to take action, leaders should be transparent and lead by influence.
- Like their jobs.
- Like themselves when they are at their jobs.
- Work hard at their jobs.
- Derive a sense of meaning and purpose from their jobs (Human Resources Executive, March 2013).
Real Leadership is the ability to build an effective team. Therefore a good leader must be someone others are willing to follow.
Employees look for four characteristics in leaders:
- Integrity: Employees need to know the person in charge will not take advantage of his/her position.
- Judgement: Judgement affects decision-making. First, a person’s judgment affects his or her ability to make a good initial decision. Second, judgement affects how individuals behave once they find out they made the wrong initial decision. Most business failures are the result of bad decisions compounded by an unwillingness to evaluate the decisions and change direction.
- Competence: Good leaders are perceived as being competent in the team’s business.
- Vision: Good leaders explain to their team the significance of their mission and how it fits into the larger scheme of things. By adopting a vision, employees can transcend selfish interests and develop impersonal ends for their actions.
Talent Selection for your Company
To identify high-flyers, assessments can be used to clarify whether the candidate will be able to do the job. It is important to match the requirements of the position with the characteristics, competencies and skills of the individual. Not only should the ideal candidate match the requirements of the position, but he/she should be able to flourish in the position. The following assessments may be valuable for this purpose:
- Practical and affordable screening assessments like profile match and work style predictors.
- Cognitive ability assessments or assess specific abilities within the work environment.
- Personality assessments help to determine the way in which people think, feel and act.
- Emotional- and social capabilities help to determine the way in which people think, feel and act. Emotionally and socially intelligent employees tend to be more resilient, show a positive attitude and an ability to manage everyday interactions more easily.
- Competency measures are primarily used as a way to match a candidate to a job.
- Risk, integrity and counterproductive behaviour assessments are used to screen job applicants where honesty is important.
There is potential for development in all people. Whether this is done through coaching, workshop interventions or teambuilding. Assessments can add significant value to ensure that employees experience increased engagement, loyalty and productivity amongst employees. The following assessments can be utilized to evaluate “softer skills” that are essential for success in the workplace:
- Personal Development
- Interpersonal Development
- Anger & Conflict Management (security and policing occupations
- 360 Degree Evaluations
- Career Development (interests, abilities, personalities and values)
- Team Development
You will have to utilize tailor-made assessments for leadership and competency assessments, evaluation of candidates in high risk environments, call centres, sales manufacturing and many others. Multiple assessment techniques can be used, such as interviews, on-line tests, biographical questionnaires, role-plays, group discussions, presentations and job-related simulations. Competencies can be measured through role plays for client relations, conflict management, drive and commitment, interpersonal sensitivity, leading others, negotiation, organising and planning, persuasiveness, teamwork and verbal communication.
If you need any information regarding available assessments, please feel free to contact Susan Fourie, Industrial Psychologist at Workinfo.com.
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