White paper. Assessing and Developing Potential. Introducing Capp Development Solutions

Transcription

1 White paper Assessing and Developing Potential Introducing Capp Development Solutions

2 CONTENTS 3 INTRODUCTION 4 PART ONE: WHAT IS POTENTIAL? 5 PART TWO: DEVELOPING POTENTIAL 6 ON-BOARDING 7 PERFORMANCE MANAGEMENT 8 ASSESSING POTENTIAL 9 DEVELOPING TALENT 10 GET IN TOUCH 2

3 INTRODUCTION You ve recruited people by assessing strengths and you ve seen the benefits: great reactions to the process from candidates, more engaged assessors, a more efficient process and a higher quality of candidate invited to fewer assessment centres. Your challenge now is to bridge the gap between recruiting the best of the best and developing their potential in the way they deserve. Failure to make this link causes problems. At worst, talented employees will leave. At best, it will take significantly longer for them to understand how they can make their fullest contribution. With expectations (rightly) high, how can your business continue to spot and develop potential at every step of an employee s career? This paper explains how we work with our clients to achieve this, firstly by assessing potential and secondly, by developing potential at significant points in people s careers. You ve seen the benefits Quality of hire Candidate experience Reduced attrition Increased engagement Increased profitability Brand perception Social benefits Overview of benefits taken from Recruiting for Strengths - Capp white paper 3

4 PART ONE: WHAT IS POTENTIAL? Before we begin, let s start by defining what we mean by potential. Based on our experience of studying the success of thousands of talented people, we know that potential is not defined by one thing alone. Our research reveals that potential is determined by the interplay of three driving factors: the different aspects of an individual which make up their past (core attributes), present (current capability) and future (potential capacity). We call these factors the many things that make up me. Both businesses and talented employees want and need to understand the nature of the potential they have within them. Do they have the potential to sell? To lead? To be a technical expert? To manage others? Introducing the Capp 3C Model of Potential The 3C Model of Potential is the backbone of our recruitment and development solutions in essence, it s the key to ensuring your new recruits go on to deliver the amazing things they have the potential to deliver. Both our assessment tools and our development approaches focus on the three key factors mentioned earlier: 1. Core (have done) - building self-awareness of how personal traits, personal life story and career experiences can shape a career path. THINGS THAT AN INDIVIDUAL HAS DONE CORE TRAITS EXPERIENCE LIFE STORY ABILITY 3C MODEL FOR POTENTIAL TECHNICAL CAPABILITY APPETITE THINGS THAT AN INDIVIDUAL IS DOING 2. Capability (can do) - assessing current ability levels, technical skill and career appetite; developing each of these as appropriate within the current role. COGNITION STRENGTHS VALUES 3. Capacity (could do) - identifying how strengths, values and thinking styles (cognition) relate to the requirements of higher levels of leadership, and how these can be further developed. CAPACITY When either assessing or developing potential for a role (or family of roles, e.g. senior leadership), the 3C model provides a framework to define the various elements that make up Potential for this role or what we call X Potential (see below for more information). THINGS THAT AN INDIVIDUAL COULD DO Measuring X Potential Approach One Defining X Potential With this customised option, we can identify the Core, Capability and Capacity requirements against your chosen output. This may be an established leadership or global framework already in place in your organisation. Equally, if you re starting from scratch without a framework, we can define this for you through our Success Analytics methodology. Approach Two Using Capp s Potential to Lead With this approach, we define leadership across four key career stages: entry level, emerging leaders, manager and director. We ve established the key attributes needed at these four pivotal career levels, based on our expertise in developing potential. 4

5 PART TWO: DEVELOPING POTENTIAL As discussed in part one, assessing the many things that make up me, provides the starting point for our development solutions. In this second section, we ll introduce you to our core areas of development solutions, showing how each of these solutions will help you to build your people s talent. Developing Potential from Day One: Introducing Capp Development On-boarding Performance Management Assessing Potential Developing Talent 5

6 1 ON-BOARDING Having recruited employees with the right strengths, the first challenge is to speed up the time it takes them to become competent, helping them to hit the ground running. New recruits also want to be sure they have made the right choice and to see their expectations met over these early weeks. With a strengths-based recruitment process in place, you ve already gathered your first assessment of a person s potential. Don t lose this valuable data - make sure you share it with your recruit and their manager. 65% of graduates would prefer to have the opportunity to use their strengths at work than take a different job with a higher salary. How we can help you 1.1 On Board Feedback Report The selection process provides a crucial initial assessment of core strengths required for the role. You can make the most of this rich data by sharing it with new recruits via an On Board feedback report. This sets out their interview and assessment centre feedback, providing a breakdown of performance along with suggestions for development. 1.2 R2 Strengths Profiler The R2 Strengths Profiler assesses a broader range of strengths (the 60 most common strengths across the general population) and provides the new recruit with more detailed feedback about their Realised Strengths, Unrealised Strengths, Learned Behaviours and Weaknesses. With this data, the manager can have constructive conversations about performance and development. 1.3 Manager 90-Day Plan Capp s Manager 90-day Plan is unlike any other product on the market. It provides a bespoke strengths development action plan based on recruitment data. To support the suggested action plan, managers are able to view a new recruit s highest and lowest scoring strengths along with development suggestions for each. The Manager 90-Day Plan also provides a first conversation template: a guide for managers who are new to strengthsbased recruitment and development. 6

7 2 PERFORMANCE MANAGEMENT As your new recruits settle in and become established in their roles, making sure they stay engaged, work on the right objectives and develop the right capabilities all become key goals. At this point, managers play a central role. They therefore need the tools to harness and develop people s potential. For example, the ability to provide positive feedback, delegate according to strengths and address common performance challenges. Developing potential through performance management means establishing a strengths-based approach to achieving objectives. It also means tracking people s growth and readiness for progression. For many businesses, the biggest challenge in terms of performance management, is saying goodbye to manager-led tick box exercises and embracing a more proactive, employee-led activity. Conducting quarterly performance reviews is an established event in around 80% of UK organisations. However, two thirds of public sector employees and one third of business leaders describe them as box ticking exercises. How we can help you 2.1 Strengths Tracker 2.3 Performance Frameworks The Strengths Tracker is our personal strengths trainer, helping employees develop their potential day by day. It helps people to take control of their own development, tracking their progress towards their objectives and establishing the use of strengths and business behaviours. The tracker provides live data on how a person is using their strengths and how their engagement rises and falls. In short, an ever-growing picture of potential that supports performance reviews and career progression. 2.2 Performance Manager We ll work with you to integrate strengths assessment and development within your business processes. That way, every employee will know how to develop their current capability and future potential. Already got a well-established competency framework? Our strengths-based approaches will complement it rather than replace it. Whether you want to update your performance review and appraisal processes, or build a business-wide strengths framework, Capp experts can help. Building strengths capability means employees and managers can focus clearly on HOW they will achieve their objectives using their strengths in a way that motivates them. The one-day Performance Manager Programme gives managers the confidence to deal with performance proactively and to talk to employees about it using information about the employees strengths. Managers practice giving feedback, delegating on the basis of strengths, having a performance review and dealing with common performance challenges. Highly engaged employees report using their strengths 80% of the time. When a performance review focuses on strengths performance increases by 36% 7

8 3 ASSESSING POTENTIAL For people to drive their own development, they need to know about their current capability and their future capacity. At the same time, managers need to know what to do with the talent in their organisation. Our approach to assessing potential means both parties needs are met. Our approach has strong foundations in positive psychology: when people have data to show them how they can best play to their strengths, be in flow, and bring their authentic selves to work, they will make their maximum contributions throughout their career. How we can help you 3.1 Success Analysis Our Success Analysis involves holding a success enquiry with an organisation s key figures. It helps us find out what their most successful people currently do and need to do more of. This pragmatic review usually covers the activities illustrated in the diagram on the right and enables us to define the past (core attributes), present (current capability) and future (potential capacity) elements that are needed for success in a certain role (or family of roles). This output represents your X Potential the success factors that a person can be assessed for. 3.2 Active and Passive Assessments The three solutions outlined in are a typical suite of assessments for identifying high potential. Passive assessments measure the attributes identified for your X Potential. They expose candidates to these attributes, benchmarking their capabilities and giving development feedback. Once someone has decided they are ready to be considered for the next step in their career, they can nominate themselves for Active assessment. Active assessments relate to your X Potential, mentioned earlier. They provide: An insight into a candidate s current leadership capability and projected capacity, against X Potential Tailored and specific development guidance for how to reach the projected level Information about the opportunities and exposure required to reach the projected level. Each assessment is supported by in-depth reports for the candidate and manager, as well as expert coaching. This ensures people with high potential get the most from the experience. 3.3 SST Potential The SST for Potential is an adaptive assessment built upon the principles of Computer Adaptive Testing (CAT). CAT is a highly sophisticated test delivery methodology where each question is selected for a candidate, based on their performance in previous questions. For example, if a candidate performs well on a question of intermediate difficulty, they ll then be given a more challenging question. This approach provides a more precise measurement of potential. From the candidate s perspective, the test appears to tailor itself to them. The SST for Potential is a great way to assess potential at more than one leadership level, because it exposes candidates to varying levels of challenge and seniority. 3.4 High Potential Interview We recommend that the High Potential Interview (HIP) is included in the active assessment suite. This assessment (usually face-to-face) evaluates the key strengths identified in your Success Analysis. The interview can also include assessments for other aspects of our 3C Potential Model including life story, experience and technical knowledge. We design the interview questions, scoring and scripts for each of the attributes assessed. We then check these with existing high performers, making sure the questions and scoring work properly. 3.5 Capacity Profile The Capacity Profile helps managers to see where high potential talent lies within teams and across the business. It also offers recommendations for fast-tracking people into leadership positions. Managers receive training in how to apply assessment data, specifically how to use the reports in the assessment suite for coaching conversations, PDR goal-setting and talent management. 8

9 4 DEVELOPING TALENT There are two sides to developing talent. The first involves motivating ALL employees to take responsibility for developing their own strengths. The second involves helping employees with high potential, such as graduates and identified emerging leaders, to act on the recommendations in their capacity report, in order to achieve leadership success. What opportunities do you need to expose them to, in order for them to realise their potential? Ensuring talented employees are capable of making an upwards leap is vital for business confidence, for a person s success in their role and to retain that person. Providing information and open discussion about career paths is the best way to keep and engage talented people. These employees want a clear picture of how their appetite for progression relates to opportunities on the horizon. How we can help you 4.1 Talent Programmes We ll work with you to design and deliver a talent development programme that challenges and stretches those who show potential. Starting with a capability review, we ll help you design action-focused interventions and workshop-based learning which will deliver the capabilities needed for today and the future. Through feedback, skills development, business insights and an awareness of career paths, people can develop their potential to lead. As well as learning through business challenges, action learning and high stakes competition, we have three core talent development modules: Understanding Self, Influencing Others and Navigating Complexity. These core modules are a cost-effective solution that blends our existing experience with innovative approaches to help your organisation. 4.2 Talent Centres By assessing both the capability and the energy that a person has for each of your leadership strengths, we can evaluate their potential to deliver future requirements. Within the 3C Model for Potential, assessing strengths forms the basis of assessing future capacity at the Talent Development Centre. How does it work? Typically, following a one-day assessment event, we provide candidates with valuable and detailed feedback on their areas of Strength, Potential Strength, Capability and Weaknesses. Where possible, we include managers in this feedback session. Our coaches help people to understand what steps they can take to develop their leadership potential further. None of our solutions operates in isolation. Within our Talent Centres, we draw on our award-winning best practices from our recruitment-focused assessment centres, for example, designing exercises that are paper-less, fast-paced and challenging. We also draw upon our technology to bring on the job evidence into our assessments, for example, evidence of strengths use over time via the Strengths Tracker, peer feedback via video interviews and manager feedback via video conference. 4.3 Your Strengths Programme Attending a half-day or one-day Strengths Programme will motivate your employees including emerging talent to use their strengths better within their current role and plan for their future career. It s an opportunity for your people to explore the strengths they have used at the high points of the last twelve months; to understand their R2 strengths profile; and to define their personal strengths statement. This helps them to re-engage with their work and get a clearer idea of their future career steps. They ll learn how to make a positive impact by using their strengths to achieve both quick results and career success. 4.4 Talent Toolkit Capp Talent Toolkits equip your managers or Talent Team to have constructive career conversations with every employee, based on solid data. Using information gained via our strengths assessments (or broader suite of assessments), talent conversations are an opportunity to provide practical, beneficial feedback and to co-create a career development plan. A talent conversation is different from a High Potential Interview (described in 1.4) as it s being used simply for development rather than for promotion purposes or entry into a talent pool. When people with high potential were asked what their organisation could do to increase their engagement and commitment, the top response, given by 27% was career pathing and support Creative Centre for Leadership 9

10 GET IN TOUCH To discuss how you can develop potential within your business, please call Capp on +44 (0) and ask to be connected with: Nicky Garcea Chief Customer Officer Uk.linkedin.com/in/nickygarcea Ben Jackson Chief Solutions Officer Uk.linkedin.com/in/benjackson Gurpal Minhas Head of Customer Solutions Uk.linkedin.com/in/gurpalminhas Thank you 10

11

12