Talent mobility, without guessing who is ready
See who in your organization is ready to step up, and fill critical roles from inside instead of paying to hire them.
TRUSTED BY TOP ORGANIZATIONS ACROSS THE GLOBE
Nomination misses most of your potential
Some of the people on your high potential list are not high potential. Others with real potential were never put forward, because nobody senior saw their work. Assessing everyone against the same validated measure corrects both.
2 in 3
people on a nomination-based program are not high potential
1 in 20
people passed over are high potential, against 1 in 60 with assessment
2x
the predictive accuracy of an average assessment, 0.57 against about 0.3
Source: Saville ROI model, Project Epsom dataset, modeled rates. Independent co-validation, N=308. More on the science behind Wave®.
Your next leader is already on the payroll
Most of these arrive at once. A board asks about succession, a restructure exposes a gap, and two good people resign in the same month. Start wherever the pressure is.
Leadership pipeline
Evidence for succession in the roles you cannot afford to leave empty, and a bench the board can actually see.
High-potential talent
See potential across the whole workforce, not only in the people managers happen to see, so a program reaches the right people.
Workforce planning
Plan on capability and potential rather than headcount, so a gap can be filled inside before it becomes a vacancy.
Internal mobility
Make an internal move as straightforward as an external application, and keep the people you would otherwise replace.
Talent pooling
Build pools of people already assessed against the profile, so the shortlist exists before the role opens.
Workforce resilience
See where resilience is thin before a restructure or a long period of pressure exposes it.
Around 100 leadership roles, mobilized in three weeks
Facing rapid technological change, Virgin Media O2 needed to move people into around 100 leadership roles through reskilling and internal hiring, using their own interviewers, most of whom had no assessment training. Scoping to live solution took three weeks.
3 weeks
from scoping to a live solution
96
interviews completed
24 hours
of preparation time saved
Why it works
Everyone assessed
Potential is measured across the population rather than nominated by the managers who happen to be watching, so the list is built on the same evidence for everyone.
- No shortlist before the shortlist.
- The same basis for every person.
- Talent reviews start from evidence.
One completion
People complete one assessment, set up to answer more than one question, so the next decision does not start with another round of forms.
- One completion, several decisions.
- Potential, readiness and risk together.
- Refreshed without reassessing everyone.
Plain language
A talent review does not need a psychologist in the room. Managers and HR read the same outputs and reach the same conclusion.
- No accreditation needed to read it.
- Written for the decision, not the file.
- A personal report for every person.
A view of potential across your organization
The outputs behind every decision on the list above, in one place.
Organization view
Leadership potential by division, function and level
Readiness
Who is ready now, and who is close
Individual reports
Potential, strengths and risk for each person
Feedback for everyone
A personal report for every person assessed
Are the right people in your talent pipeline?
Tell us how you choose people for your high potential program, how many are on it and how many you considered. You will see how many may not be high potential, how that compares with Saville, and who you might be missing.
Frequently asked questions
The questions talent teams ask before they start moving people on evidence.
Talent mobility is moving people into different roles inside the organization rather than hiring from outside: promotion, succession, redeployment and internal recruitment. Done on evidence, it fills critical roles faster, costs less than external hiring, and keeps people who would otherwise leave to progress elsewhere.
No. Mobility is a starting point in its own right. People complete one assessment set up to measure potential and readiness, and that gives you the view across your organization. Nothing on this page depends on having assessed anyone with us before.
Those systems move people around and match them to openings, using what people and managers enter about themselves. We supply the evidence underneath: a validated read on how someone works and what they could do next, which is the part those systems do not measure.
About twice as predictive as an average assessment, and far more predictive than manager nomination. Our behavioral assessment scores 0.57 against a typical figure of around 0.3, which means the ranking it produces is roughly twice as close to who actually performs. The British Psychological Society rated it 27 out of 30. More on the science behind Wave®.
Weeks, not quarters. One client had a live solution across around 100 leadership roles three weeks from first scoping. Another assessed 315 people end to end and had individual reports back within six and a half weeks.
No. Outputs are written in plain language for the person making the decision, not for a psychologist. Where a team wants to run feedback sessions and talent reviews themselves, we train them to do that, but nothing above depends on it.
Talk to us about your talent mobility
Tell us which roles you keep hiring externally and we will take it from there.