TM - January 2008 - (Page 47)

growth. Personality data are used to help craft personal goals and developmental objectives and to increase awareness of the connections (see Figure 1 for additional connections) between a leader’s natural strengths and motivations and how their colleagues view them. Over a three-year period, only two of these 100 highpotential employees have left the company. • Using personality-oriented job analysis tools to refine position profiles and competency models in light of changing business climate demands. For example, if a company is entering a new and potentially volatile market for one of its product lines, leaders who will be more likely to thrive in that environment and drive the business forward, may have a unique “personality signature.” Personality-related components, such as “confidence,” “strategic thinker,” “organization builder” and “influencer,” (see Figure 4) are then linked to specific experiences, both structured and unstructured, designed to strengthen leaders on the key competencies. Personality-infused competency models can help organizations build a shared mindset and common expectations around leadership and behavior, as well as an objective standard for leadership identification, assessment and development. As companies continue to position themselves for growth in an increasingly competitive world, finding their next generation of leaders and accelerating their time to productivity will be critical. The use of welldeveloped personality assessments can play a leading role in this process. Todd Harris, Ph.D., is the director of research for PI Worldwide, an international management consulting organization. He can be reached at editor@TalentMgt.com. Learning and T alent Management Join Forces FREE, LIVE WEBINAR In today’s hypercompetitive environment, to attract and retain talented employees, business process owners must have the ability to seamlessly assess employee competencies, then give employees learning experiences that will increase their job performance. Talent acquisition and rewards strategies must be part of the human capital management (HCM) equation as business executives and managers beef up strategies to find and keep employees. T echnology to manage these processes typically has been siloed across the organization. As the HCM market evolves, learning and talent suites will become more comprehensive and better integrated, replacing multiple-point solutions in customers’ HCM environments. Join Claire Schooley, Forrester Research senior analyst, in this complimentary Talent Management Webinar to discuss this important topic. Wednesday, Nov. 14, 2007 11AM PDT/2PM EDT powered by T register, go to o www.talentmgt.com/events. Now featuring “Quick Register” for returning attendees http://www.talentmgt.com/events

Table of Contents Feed for the Digital Edition of TM - January 2008

TM - January 2008 Editor's Letter Contents Learning Connections: Working With Those People Leading Edge: Hub Caps for a Buggy Human Performance: Hawthorne Effect Revisited Beyond Affirmative Action: The Changing Face of Recruitment Assessment Centers in Talent Management: Strategies, Use and Value Nontraditional Benefits- How to Hook the Best Talent Intersection of Web 2.0 and Talent Management Cross-Training for Workforce Agility Mapping Talent Among Younger Workers Dashboard: Using Personality Data to Identify and Develop High-Potential Leaders Application: Shaffer Title Uses Myers-Briggs to Develop Common Corporate Language, Jump-Start Growth Insight: Dreier, Stein & Kahan LLP: Using Strategy to Bring Back the Law Profession Advertisers' Index Editorial Resources Full Potential: Stop in the Name of Leadership

TM - January 2008

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