How to get past tarot cards in taking people decisions
05 June 2019, by Lesley Vanleke
Connecting science to technology allows for better people decisions. In this blog, I want to focus on the principles to apply in developing a powerful and integrated talent management approach.
Make sure your talent approach is:
- Evidence-based: Talent management is about making people decisions that have a serious impact on individuals and the organization. Let’s not base our people decisions on horoscopes or tarot cards. Scientifically validated scales are available to spot potential, risks, motivation, and predict human behavior. Who is about to leave? Who is losing energy and might fall out? Who is ready for a new challenge? Who is ready to move up? Who is mismatched? etc.
- Person-centered: Employees have the power to make career decisions that impact your organization. That’s why, to achieve results, the needs of the organization need to be integrated with those of the individual (Wiersma & Hall, 2007).
- Future-oriented: Talent Management has to be able to answer the ‘So what?’ question. A diagnosis concerning an individual is not enough. So an individual is red, blue, yellow, or speckled purple. So what? The key is to get indications on how to develop and nurture talent.
- Fast, efficient, and powerful: We now have the luxury that we are past the era of samples, statistics, and correlations. Computer capacity has become so powerful that we are in the unique position of being able to quickly have a clear view of every individual and act custom to each one of them.
Contact us for more information about the Talent Review Profiler, a TalentLogiQs HR Tech tool, for powerful integrated talent management, that allows you to take better people decisions.
Lips‐Wiersma, M., & Hall, D. T. (2007). Organizational career development is not dead: A case study on managing the new career during organizational change. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 28(6), 771-792.