In the modern age of employment, all progressive organisations wish to develop high potential staff and retain them. The reality is that these “high potential” candidates need to be constantly challenged and motivated or else they will move on. On average, these candidates will change jobs four times in their first 10 years out of education. The challenge is how to identify these individuals early and ensure that your organisation can capture their imagination, challenge them and retain them for as long as possible.

This requires looking beyond their education and experience, more to their natural abilities. The traditional skills assessment and interviewing processes are not geared to do this, and it is worth exploring methodologies that can assist in this area. There are testing tools that seek out suitability for a role against a skills framework, based on potential and behaviour rather than past experience.

Lomiger and Harrison assessments are examples of these. Lominger has developed a skills framework that compliments their assessment tools. In the UK, Skills Framework for the Information Age (SFIA) have done a similar exercise in IT, and these frameworks provide an effective yardstick in assessing the POTENTIAL of your workforce. Often, applying these methodologies to the entire workforce presents a daunting task, but testing all new employees for potential is a sound and practical strategy.

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