Competency Assessment Of Key Employees Using Virtual Development Center At An Engineering Conglomerate

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Before: The Pain

As part of long-term business growth planning, ABC Engineering, an Indian conglomerate with holds on mining and manufacturing all over the world, including South-East Asia and Africa, wanted to assess their pool of existing talent for higher-up roles. The rapid growth of this organization over the last decade was propelled by their investments in technology and people.

The Asking

Think Talent was tasked with creating an assessment framework that would capture the competency related feedback in granular detail while supporting the categorization of participants into different talent groups.

The entire assessment was conducted virtually owing to the heavy logistics associated with the vast geographical spread of the candidates.

During: The Process

Think Talent, in consultation with the client leadership team, created a talent management framework, categorizing the participants into four groups:

  • A1: Ready for the next level roles and potential to grow even further. Need to be exposed to global opportunities and challenges.
  • A2: Have the potential to grow to the next level. Need continuous monitoring and review.
  • A3: High performers who can grow to the next level with time and guided development.
  • A4: Continue to work in the same area; performance needs to be monitored closely.

At the same time, collaboration with the client’s senior leadership shed light on the mutual understanding that while execution and result focus was a competency which the organization had developed over time, strategic thinking and talent management were competencies that would become increasingly significant for managing at the next level. And so, a competency framework and a set of assessment tools were designed.

All these solutions – The In-basket exercise, Case Study and Psychometric test were conducted online and the Behavioral Event Interview was conducted over Skype. The entire assessment was completed over 3 days- right from participants logging in to them completing the virtual interview process. Based on the results, the segregation of candidates was done, which was validated based on the inputs from the performance management process.

After: The Gain

This helped the client leadership team develop a clearer focus on Talent Management. This Virtual Assessment Program enabled them to create faster and efficient profile rotation opportunities for candidates in A1 along with structured mentoring plans for participants in A2. Since then, the client HR team has also been able to target the development interventions better, based on the feedback from the Assessment Center and the Individual Development Program Documents.

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  1. Reply

    contact me with your solutions on assessment center for oil and gas company after 25th Dec. Currently I am on vacation.

    thanks
    Dr. Advitya

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