Potential Assessment and Talent Management

Corporate success is successful talent management and orientation of staff potential in the right direction

Assessment of potential is rightly viewed as one of the most demanding instruments of leadership especially as a manager has the difficult task of making a valid assessment of his/her subordinates and substantiating it in a way that is readily understood. The aim is to derive concrete and suitable recommendations for action, which, above all, can be of use for talent management – in the sense of an employee’s career or his/her HR development.

Of particular importance is the analysis of the employee’s strengths and fields of development which are not immediately identifiable from the work situation itself so as to derive a personal competence profile. Thus the real challenge is not the assessment of an employee’s current performance, but the assessment of his/her potential for further task and functions in future.

The range of available instruments on the market for this purpose is as varied as it is complicated, and they are often associated with a lot of time and expense.
Our approach focuses on the analysis of an employee’s potential to fulfill the demands made by his/her job and is therefore less expensive, less time-consuming, and above all more effective because only those competences are assessed that are really necessary in order to “match” the employee with a specific function or task.
The starting point of the potential analysis preferred by our customers is a clearly defined requirements profile of a function, a job-level or a career-stage. Based on this, the next step is to derive customer-specific individual competencies to enable managers to assess their employees in relation to these.

Advantage of our approach:

The results of the potential analysis (“matching”) form the basis for a successful talent management:

  • identification of “high-potentials” 
  • objective overview of the strengths and development areas of the employees 
  • basis for decision-making on career paths and future staffing 
  • specific, effective and cost-conscious HR development planning 
  • structured feedback regarding the individual competency profile 
  • benchmarks and “competitive analyses” referring to the company-specific potential situation