Behavioural Component of Talent Management
Talent Analytics, particularly through its strategic and predictive components, identifies various drivers which influence decision making on talent development and its retention. In corporate context, leaders who consciously invest in managing talent, typically consider performance, demographic and behavioural indicators in their analysis. Quite often, in this exercise, performance and demographic indicators assume leading role and managers tend to assign more weights to them than what they do to behavioural indicators such as attitude, discipline, networking skills, social astuteness, sincerity, political skills, emotional intelligence etc. The impact of this bias is significant on talent planning, particularly for senior managers whose performances are closely related with behavioural indicators.
This can be argued that the assessment of behavioural indicators is quite subjective and hence it is difficult to quantify them with precision. In order to address this concern, HR units of the organizations should periodically conduct psychological and behavioural tests of their workforce. These tests quantify subjective indicators fairly accurately. Among many such tests, the HR may consider NEO, Political Skill Inventory (PSI) and Personal Sense of Power (PSP) for this purpose. The results of these tests could be used as inputs for Talent Analytics helping to foster inclusive insights for leaders to manage talent effectively. This powerful approach would not only enhance the quality of decision making but also the engagement of the work-force.
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