Assessment/Evaluation

Measurable Impact: The Role of Assessment and Evaluation in Talent Management

A comprehensive and valuable talent management strategy doesn’t just rely on attracting and retaining the best employees.

Two of the most important and complex elements of talent management include assessment and evaluation.

Assessment actually begins during the recruiting process, and managers and individuals in charge of hiring look into the background, skills and qualifications of potential employees to find the best fit. In addition to looking at their background, assessment also relies on putting in place methodology to gauge the long-term potential of candidates.

The more advanced and sophisticated the assessment and evaluation tools in the recruitment stage of talent management, the more likely it is employers can determine the potential for long-term success before hiring talent.

Evaluation as Part of Ongoing Development

Unfortunately, in many organizations, forms of regular evaluation may already be in place, but it’s little more than a required exercise, brushed aside once completed.

As part of an in-depth talent management strategy, evaluation is important in terms of not only occurring on a regular basis, but also being used as an opportunity for company managers and leaders to delve into what it is employees need and want for their personal career goals and fulfillment.

Rather than viewing evaluation as a yearly undertaking, many of the world’s top companies with the most forward-thinking talent management strategies are looking to regular and continuous evaluations that allow them to track progress on a  more consistent and meaningful scale.

Evaluation can also serve as one of the primary foundation blocks of another important aspect of talent management—succession planning.

Assessment and evaluation allow organizations to streamline their talent management system, identify strengths and weakness among employees, and facilitate their long-term goals more effectively.

Category : Assessment and Evaluation

Linking Performance Reviews & Training

September 9, 2016   

In May 2016, Forbes published an article declaring the performance review to be dead or at least no longer particularly useful. As the contributing writer, Liz Ryan, wrote: “I presided over the annual performance-review process for 10,000 employees and I regret it now. Performance reviews are expensive, time-consuming and pointless. They are worse than pointless […]

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2016’s Top Talent Management Priority

May 16, 2016   

Deloitte’s recently released study found that in 2016, the top priority for talent managers is organization design. As the study reports: After three years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, executives see a need to redesign the organization itself, with 92 percent of survey participants rating […]

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Exploring Holacracy in the Workplace

April 4, 2016   

We’ve talked about Zappos and their unique approach to talent management and corporate culture in the past, and lately, they’ve been making headlines for another aspect of their employment structure: the implementation of a holacracy.

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Mainstream Companies Embracing Predictive Analysis in Hiring

December 16, 2015   

Foot Locker, a well-known retailer of athletic gear and footwear, has announced it will move toward using predictive analysis to hire employees, particularly as they face limited growth in sales and a high turnover rate.

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Cultural Integration for M&As

November 16, 2015   

Whenever two companies come together through the merger and acquisition (M&A) process, something many forget to consider are the difficulties that arise when two different company cultures come together. Oddly enough, even though it is this difference of cultures that often leads to M&A failure in delivering expected outcomes, surprisingly little attention is paid to […]

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