5 Talent Management Assessment Tools. 9 Core/Institutional Competencies Crucial for Creating a Sustainable Competitive Advantage. Sample of Talent Competency Development Guide

Talent Management Assessment Tools

1. Performance Appraisal: A measurement of actual results achieved within
those areas for which the employee is held accountable and/or the competencies
deemed critical to job and organization success.

2. Potential Forecast: A prediction of how many levels (organization/job) an
employee can progress within an organization based on his/her past/current
performance appraisals, training and development needs, career preferences,
and actual and projected competency levels.

3. Measurement Scales for Performance and Potential: Our study of 350 organizations involved in some type of successful talent management process
showed that the vast majority used a five-point scale to measure performance
and potential. The most common scale for performance measurement is:
greatly exceeds expectations (5), exceeds expectations (4), meets expectations
(3), below expectations (2), greatly below expectations (1). The most common
scale for potential assessment is: high potential (5), promotable (4), lateral (3),
marginal (2), none (1). Our conclusion is that most organizations believe that
simpler is better. These scales are simple, but they apparently achieve accurate

4. Core/Institutional Competencies: Behavioral/skill expectations that are crucial to the success of each employee and to the success of the entire organization.
Our research has determined that there are no more than 30 core institutional
competencies and most organizations use between nine and 11 competencies
in their Talent Development process. Below illustrates a list of 9
representative core competencies and their definitions.

5. Mapping and Weighting Competencies: Mapping of competencies is the
process used to further differentiate competency definitions into glossaries of
behaviors associated with each level of an organization (Box). They provide
amplification, clarity, and greater specificity to competency definitions. A
greater level of specificity can be achieved by assigning numerical weights to
each job’s competency level in the glossary of behaviors. The latter approach
can be tied to, replace, or start a job evaluation system. The competencies and
weights operate much like a point-factor job evaluation system.
Compensation groups can evaluate all jobs in terms of competencies and
weights and develop a complete score for each job.

9 Core Competency & Its Attributes

Action Orientation
Targets and achieves results, overcomes obstacles, accepts
responsibility, establishes standards and responsibilities, creates a
results-oriented environment, and follows through on actions.

Communicates well, both verbally and in writing. Effectively
conveys and shares information and ideas with others. Listens
carefully and understands various viewpoints. Presents ideas
clearly and concisely and understands relevant detail in presented

All Employees: Clearly and appropriately expresses his/her desires and needs.
Professionals: Understands the importance of and demonstrates good oral, listening,
and writing skills.
Supervisors: Adapts communications to audience requirements to optimize
Managers: Actively presents information and ideas to all appropriate levels and
leads others to do the same.
Top Management: Promotes open expression of ideas and encourages communication
without retribution.
Executive: Is recognized as one who effectively clarifies and communicates
key/strategic information.

Generates novel ideas and develops or improves existing and new
systems that challenge the status quo, takes risks, and encourages

Critical Judgment
Possesses the ability to define issues and focus on achieving
workable solutions. Consistently does the right thing by performing
with reliability.

Customer Orientation
Listens to customers, builds customer confidence, increases
customer satisfaction, ensures commitments are met, sets appropriate
customer expectations, and responds to customer needs.

Interpersonal Skill
Effectively and productively engages with others and establishes
trust, credibility, and confidence with others.

Motivates, empowers, inspires, collaborates with, and encourages
others. Develops a culture where employees feel ownership in
what they do and continually improve the business. Builds consensus
when appropriate. Focuses team members on common goals.

Knows when and how to attract, develop, reward, and utilize
teams to optimize results. Acts to build trust, inspire enthusiasm,
encourage others, and help resolve conflicts and develop
consensus in creating high-performance teams.

Technical/Functional Expertise
Demonstrates strong technical/functional proficiencies and knowledge
in areas of expertise. Shows knowledge of company business
and proficiency in the strategic and financial processes, including
P&L planning processes and their implications for the company.

Sample of Talent Competency Development Guide

Communications – for Mr Smith
To communicate well both verbally and in writing; to effectively convey
ideas and share information and ideas with others; to listen carefully and
to understand difficult points of view; to present ideas clearly and concisely;
to understand relevant detail in presented information.
Coaching Guide
• Clarify your expectations of individual achievement and your measurement
• Document in writing employee achievements, shortcomings, or suggested
areas for improvement and share with the employee.
• Provide vehicles for others to voice their opinions.
• Keep all communications clear and concise.
• Adjust words/terminology to ensure audience understanding.
• Ask clear questions using oral and/or other methods of communication.
• Attend to communications received from others.
• Follow up on ideas and continuously encourage idea generation without
• Help others to sense urgency through daily updates via memos, e-mail,
or other sources of communication.
• Provide clear instructions or information to others orally or through
other methods of communication.
• Use appropriate nonverbal communication (eye contact, gestures, posture).
• Seek opportunities to give speeches through community or service


  • Assertive Communication Skills for Professionals (CareerTrack) audiocassettes and workbook
  • Better Business Writing by Carol Gelderman (Prentice Hall, 1990) audiocassette and workbook
  • Communicating Non-Defensively (CRM Learning)-video with leader’s guide and participant’s workbook
  • Giving and Receiving Feedback (Crisp) self-study audio and book
  • Interpersonal Communication Skills (CareerTrack) CD-ROM
  • The 9 Deadliest Sins of Communication (CareerTrack) four audiocassettes
  • Power Talking Skills (CareerTrack, #50218) six audiocassettes, workbook, reference card
  • You’re Not Communicating (Video Publishing House) video


  • The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People, Second Edition | by Lance A. Berger and Dorothy R. Berger | 2011 | ISBN: 9780071739054.
  • The Value of Talent: Promoting Talent Management Across the Organization | by Janice Caplan | 2011 | ISBN: 9780749459840.
  • Winning the Global Talent Showdown: How Businesses and Communities Can Partner to Rebuild the Jobs Pipeline | by Edward E. Gordon | ISBN: 9781576756164.
  • The Executive Guide to Integrated Talent Management | by Kevin Oakes and Pat Galagan (eds) | 2011 | ISBN: 9781562867546.
  • Optimizing Talent: What Every Leader and Manager Needs to Know to Sustain the Ultimate Workforce | by Linda D. Sharkey and Paul H. Eccher | 2011 | ISBN: 9781617352348.
  • Make Talent Your Business: How Exceptional Managers Develop People While Getting Results | by Wendy Axelrod and Jeannie Coyle | 2011 | ISBN: 9781605099316.
  • Technology-Enhanced Assessment of Talent | by Nancy T. Tippins and Seymour Adler (eds) | 2011 | ISBN: 9780470591581.
  • The Differentiated Workforce: Transforming Talent into Strategic Impact | by Brian E. Becker, Mark A. Huselid and Richard W. Beatty | 2009 | ISBN: 9781422104460.
  • The Manager’s Guide to Maximizing Employee Potential: Quick and Easy Strategies to Develop Talent Every Day | by William J. Rothwell | 2010 | ISBN: 9780814414309.
  • Talent Management: Strategies for Success from Six Leading Companies | by Larry Israelite | 2010 | ISBN: 9781562866778.
  • Finding Keepers: The Monster Guide to Hiring and Holding the World’s Best Employees | by Steve Pogorzelski and Jesse Harriott | 2008 | ISBN: 9780071499088.
  • Strategic Career Management: Developing Your Talent | by Jane Yarnall | ISBN: 9780750683692.
  • The Talent Advantage: How to Attract and Retain the Best and the Brightest | by Alan Weiss and Nancy MacKay | 2009 | ISBN: 9780470450567.
  • Reinventing Talent Management: How to Maximize Performance in the New Marketplace | by William A. Schiemann | 2009 | ISBN: 9780470452264.
  • Strategy-Driven Talent Management: A Leadership Imperative | by Rob Silzer and Ben E. Dowell | 2010 | ISBN: 9780787988470.
  • Handbook of Workplace Assessment: Evidence-Based Practices for Selecting and Developing Organizational Talent | by John C. Scott and Douglas H. Reynolds | 2010 | ISBN: 9780470401316.
  • One Page Talent Management: Eliminating Complexity, Adding Value | by Marc Effron and Miriam Ort | 2010 | ISBN: 9781422166734.
  • Perfectly Able: How to Attract and Hire Talented People with Disabilities | by Jim Hasse (ed) | 2011 | ISBN: 9780814415641.
  • Talent Management in the Developing World: Adopting a Global Perspective | by Joel Alemibola Elegbe | 2010 | ISBN: 9781409418139.
  • Retooling HR: Using Proven Business Tools to Make Better Decisions About Talent | by John W. Boudreau | 2010 | ISBN: 9781422130070.
  • Developing HR Talent: Building A Strategic Partnership with the Business | by Kirsty Saddler and Jan Hills | 2011 | ISBN: 9780566088292.

Leave a Reply

Your email address will not be published. Required fields are marked *


You may use these HTML tags and attributes: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <s> <strike> <strong>