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Talent Management |
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Assessing and developing people both in their
present job and indeed for future roles is a
complex and time-consuming affair. |
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Yet, for many
organizations where competition has become
stiffer and the flab has been disposed by
weeding out non-performers, placing the right
person in the right job can be a critical
determinant to future profitability. |
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The Competency-based Talent Management
Approach used by PCI is holistic and looks
at the full cycle of identifying potential and
grooming them to feed into the talent pipeline.
It maps employee capability to organizational
competency requirements which further helps
drive strategy. The idea is to move from Talent
Management as an event to Talent Management as a
sustainable Strategic Business Tool. |
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Individual competency feedback and developmental
guidance is provided to all participants based
on their performance in the Assessment Centre.
PCI, in addition provides the organizational
talent inventory with a 9 Box Matrix clearly
stating the Hi-Potentials and mid-term fits (for
higher level roles) along with organization-wide
strong & low-scoring competencies and key
recommendations. These inputs can directly feed
into the succession plan and build your talent
pipeline. |
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| PCI also designs Technical & Functional
Competencies across industry sectors by
partnering with industry stalwarts and ex-CEOs
from the relevant sector. PCI has proven
expertise in Position Profiling which
maps the job role to the expected proficiency
level of the competency framework. |
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| Careers today are no longer a simple game of
upward movement but a more sophisticated game of
chess where multiple moves are possible in
several directions. PCI’s process of designing
career paths & career lattices are more
conducive to an evolving matrix structure
prevalent across several organizations today,
keeping in mind the ‘career-life fit’ of
employees. This provides them with flexible
options to move horizontally or vertically in
the hierarchy and change directions based on
aspirations aligned to the overall
organizational strategy. |
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| Our Expertise
What sets PCI apart from others is that its
highly experienced team engages passionately
with the client to drive long term
Development Initiatives that fuel the
achievement of their strategic needs. PCI,
through it’s robust Talent Management
framework ensures that the Human Capital of
the client organization grows from strength
to strength. |
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Our Approach
PCI strongly believes in a collaborative
approach towards Talent Management, based on
highly interactive, cross-functional workshop
sessions, which combine & coalesce our expertise
with the client’s innate requirements & hands-on
experience, to co-create the most appropriate &
effective solution. |
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WHY DO ORGANIZATIONS USE ASSESSMENT CENTRES? |
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- For promotional or job rotation
purposes i.e. to test whether a particular
candidate, through a day of simulated
activity, is able to aptly demonstrate the
skills and competencies that are required
to successfully carry out a higher level
role or a role which demands skills sets
vastly different from the candidate’s
present job role.
- For Managerial Assessment: Assessment Centres help uncover a candidate’s key
strengths as well as salient areas of
development. Clearly an Assessment Centre,
particularly if it is linked with
management development; can facilitate the
transition and highlight those individuals
with the most appropriate skills,
abilities and attributes for a particular
job. The outputs of an Assessment Centre
can be leveraged as this helps the
organization in correctly mapping
competencies of an individual to vacancies
and hence to depute the right person for
the right job role. It can also reduce the
oft-quoted problem of promoting a
specialist with the consequent gain of a
poor performing Manager at the cost of a
high performing specialist.
- Most often, ACs have been able to spot
talents that an individual may not have
had an opportunity to demonstrate in
his/her present work situation/job role.
For e.g. A bank clerk may have good
counseling skills or a scientist may
possess excellent managerial skills. This
is particularly important with specialists
where the job requires the usage &
showcasing of only a narrow band of
possible skills and abilities.
- For Recruitment, as an additional
corroborative tool to personal interviews,
psychometric inventories, aptitude tests,
group discussions etc. ACs can have a dual
role, firstly to identify the candidate
who is most likely to fit into the culture
of the hiring organization and meet the
expectations of the management as well as
demonstrate the skills and competency
requirements of his future job role.
Secondly, they provide an opportunity to
’sell’ the organization in question and
its professionalism to the above average
candidate who is likely to have multiple
job offers and can precipitate the
candidate to favour joining the concerned
organization over others.
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WHAT IS VALUE ACCRUED THROUGH ASSSESSMENT
CENTRES? |
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To the Individual |
To the Organization |
- The candidate too is aware of his
areas of improvement can be used by
participants to develop Individual
developmental Plans (IDPs) in order to
help bridge their developmental gaps over
a stipulated period of time, interspersed
with periodic organizational reviews to
ensure that participants are making the
requisite improvements at the expected
pace.
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- Post the Assessment Centre, the
organization is aware of the strengths and
Assessment gaps of the candidate pool who
took part in the Assessment Centre
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- Our past experience with multiple
clients across sectors have shown that
there is a considerable amount of
improvement in the performance levels and
hence corresponding increase in
productivity as AC candidates are mapped
better to their job roles which brings
about greater job satisfaction.
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- Since the employees perceive the
efforts the organization is investing for
their self Assessment, they tend to
continue working with their present
organization, thereby leading to increased
retention levels.
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- Assessment Centres help in
appropriately identifying potential
candidates for a currently open position
or a vacancy that will be created in the
near future due to promotion, transfer,
retirement etc. Assessment Centres are
proven in their efficacy to identify
suitable backfills faster and in a more
effective manner as compared to other
methods of candidate identification.
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- If Assessment Centres are conducted
for Top/ Senior Management levels, the
second line of leadership is identified
post which they can be groomed by the
organization on the desired competencies
so that they are prepared to move into the
next level. A structured succession
planning is hence achieved.
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