2 weeks
from first screen to findings in front of the Talent Council, end to end
9 impact areas
and 18 critical leadership styles, mapped for every candidate against the success profile
Potential and performance
measured side by side, so the Talent Council could weigh both
after a market downturn the organization needed new markets and growth, and managers with the potential to drive that transformation had to be identified from within
Finding the managers to lead a turnaround, fairly and fast
A downturn in the market meant a new business strategy, new markets to secure and growth to drive. The managers with the potential to lead that change had to come from inside the organization.
Picking them on reputation or on past performance alone would not do. The measurement had to be objective and fair, and it had to recognize potential as well as what each manager had already delivered.
The decision belonged to a Talent Council of key internal stakeholders, who needed a clear, comparable view of each candidate without a long process holding the transformation up.
Screen, measure potential, weigh it against performance
A short screen, then two assessments that gave the Talent Council potential and performance on the same page.
Screen with the Talent Council
We partnered with the client’s Talent Council of key internal stakeholders to oversee the project. An initial screen on CVs and performance data decided who went through to assessment.
Measure potential
Successful candidates completed a behavioral questionnaire, powered by Wave. A Leadership Impact Expert report set out each candidate’s leadership potential against nine key areas of leadership impact and 18 critical leadership styles, aligned to the outcomes the organization needed.
Weigh it against performance
Candidates also completed a Wave Performance 360. Its expert report set current performance against future potential, giving a rounded view of each candidate against the pre-identified success profile. We interpreted the results and presented the findings to the Talent Council to inform its selection decisions.
objective potential and performance data in front of the Talent Council, end to end inside a two-week timeframe
The right managers for the transformation, chosen on evidence rather than reputation
Putting potential and performance side by side gave the Talent Council an objective basis for one of the most consequential decisions in the new strategy.
The Leadership Impact Expert report identified the candidates most aligned to the pre-identified success profile, and so most likely to achieve the organizational outcomes the transformation required. The Performance 360 put each candidate’s current performance alongside that potential, so neither was judged in isolation.
Because the data came from online questionnaires, the whole project ran end to end inside two weeks, which the source credits with a better experience for candidates and HR alike, and a positive effect on both the speed and the cost of delivery.
The talent search, by the numbers
The shape of a two-week leadership identification project.
Choosing the leaders for a transformation?
We can help you put potential and performance in front of your decision-makers, fast enough to keep the change on schedule.
