Talent Management - October 2008 - (Page 23)

a sample scenario or a sample setting,” Morrow said. “In an interview, I can ask you the question, and you’re going to respond, ‘Here’s how I think I would perform.’ But you’re not actually seeing them in a real-time scenario doing a job while faced with interruptions, issues and changing conditions.” After taking the role-based assessment, internal candidates, even if they didn’t get the position, will walk away with a development report that outlines where they need to grow and develop. “That’s a huge beneﬁt for the [internal] candidates,” Morrow said. “They come out with a plan that they can sit down with their leader and actually implement, something that will enable them to continue to develop and acquire the skills they need to be a stronger leader.” While this process is labor-intensive, Allstate has found it to be a worthwhile investment because it has helped put the right people into the right positions. “[This] was a business decision that we made to ensure that we would be able to have people for these roles that were the kind of talent we wanted for the long run — the kind of talent that would help us to be competitive [in] the marketplace not just today, but in the future,” Morrow said. More Than Just a Test Think of the business as a whole and each team within that business as a moving part. If teams are not functioning effectively, they adversely affect the whole. Organizations need to know which type of individual succeeds in both the macrocosm and the microcosm. Because role-based assessments are a qualitative form of measurement, they can help organizations determine the best ﬁt on both levels. “With a quantitative assessment, you’re going to get how much of something there is,” said Dr. Janice Presser, CEO of The Gabriel Institute (TGI), a provider of role-based assessments. “When you’re looking at how somebody will ﬁt in [your] organization in terms of what they do [and] how they behave, what you want to know is qualitative.” The 10 roles identiﬁed in TGI’s assessments are the Founder, the Vision Mover, the Vision Former, the Action Mover, the Action Former, the Explorer, the Watchdog, the Communicator, the Conductor and the Curator. “You’re not putting people in boxes,” Presser said. “You’re opening up the boxes that people may have felt they were put into and allowing them to grow inﬁnitely in [a] way that’s real [and] meaningful to them.” October 2008 talent management magazine www.talentmgt.com 23 http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of Talent Management - October 2008

Talent Management - October 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The Three Pillars of Executive On-Boarding Role-Based Assessment: Thinking Inside the Box Who's Going to Speak Up for Health Care? Obey the Push to Automate Managing the Star Performer No One Wants to Work With Adopting a Mutual-Funds Model for Talent Management Hewlett-Packard: Simple Talent Management in a Technical World Team Effort Pays in Talent at London Business School The Employee Survey: What’s in It for Me? Why Most Managers Are Stuck Advertisers’ Index Editorial Resources Full Potential

Talent Management - October 2008

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