This document discusses using talent assessments in career management. It outlines an integrated model to empower managers and professionals to maximize individual development. It discusses why career management is important, who the key players are (organization, individual, manager), and what assessment tools they can use. These include assessing individual traits and competencies, multi-rater assessments to evaluate an individual compared to peers, and using assessments to identify competency gaps and areas for development. The goal is to focus individuals on their potential, provide a framework for balanced growth, and maximize productivity through engagement and loyalty.

1. Using Talent Assessment in Career Management
An Integrated Model to Empower Managers
and Professionals to Maximize Individual
Development
Developed by:
PT OPUS Management Indonesia
JL. KemangTimur Raya #100F
Jakarta – 12730
+62.21.7192105
www.opusmanagement.com

2. Content
• What is career management and Why is it
Important?
• Who are the Players in Career Management
(and what assessment tools and aids do they
use)
• Individual traits and Competencies
• Multi Rater Assessment (MRA)
2

3. Why is Career Management Important
• Some provocative starting points:
– Monetary incentives do not motivate
– Prospects of personal growth and accompanying
income growth build allegiance
– People join “the company”, but quit “the boss”
– The ‘costs’ of unmotivated employees and vacant
positions, is very high

4. The Challenge
Unclear terminology
Variable definitions
Unclear ‘ownership’
Unclear actions

5. Career
• Is it limited to one The origin of the
word is from Latin
profession?
‘carrera’ meaning
– Her career as a doctor ‘race’…
• Is it limited to one
company?
Peter Herriot:
– His career with Procter “relationships over time
& Gamble between individuals and their
• Who owns the career? organisation”
Oxford Dictionary::
“course or progress through
life”…

6. What Manages the Career?
Self
knowledge
“course or
Organisation Conducive
progress
Needs environment
through life”
Support for
the
Individual

7. Importance of Career Management
• 97% of people go through life
without an organised goal
program
• A goal that is not written is a
daydream – in most cases it
won’t happen
• An organised approach to
career management provides
the environment to stimulate
individuals to form and write
and achieve their career goals

8. Purpose of Career Management
• Focuses individuals on identifying their own potential
• Provides a framework for development that balances
individual growth and organisation needs
• Maximizes potential of individuals
• Builds loyalty and
engagement
• Taps ‘discretionary
effort’

9. Value of Career Management
• Adds to retention of Talent
• Saves costs from disaffection and resignations
• Adds value from maximising inputs and
increasing individual productivity

10. Organisation – Individual - Manager
THE PLAYERS IN CAREER
MANAGEMENT
10

11. Who are the players in Career Management
organisation individual manager

12. Who are the players in Career Management: (1) Organisation
Role &
Assessment Tools & Aids
Activities
Set policy for career
Management Assessment Centres
Set procedures and
standardised ‘authorised’
tools
Multi Rater Assessment (MRA)
Provide resources and
opportunities
Organisation Climate Survey for
Maintain transparency Learning and Development
and professionalism
Provide positive &
rewarding climate for
development

13. Who are the players in Career Management: (2) Individual
Activities Assessment Tools
Know yourself Individual traits and
competencies
Current and Future Job
Know the needs Requirements
Set goals
Monitor own
progress Multi Rater Feedback (MRA)
Get support

14. Who are the players in Career Management: (3) Manager
Activities Assessment Tools
Encourage
Traits / Competency
Share assessment results
Gap Analysis Report
Oversee goals and actions
MRA Gap Analysis
Coach, Feedback, Counsel
Report
NOT PERFORMANCE
Provide resources
APPRAISALS

15. IN SUMMARY:
Where does assessment come in?
• Organisational climate
• Individual traits and competencies
• Future and current Job Requirements
• Gap analysis
• Strengths and potential compared to others
• Peer and other assessment

16. Organisation Climate
• The organisation needs to
measure how far employees
perceive the organisation as
serious about Learning and
development, and Managing
careers
– Standard Culture Survey that
has Learning & Development as
one parameter
– Customised Survey to measure
degree of perceived support for
Learning and Development

17. Self and manager Assessments
INDIVIDUAL TRAITS AND
COMPETENCIES

18. Individual traits and competencies
Simple Work
Preferences
self-or and Traits Clinical
other profile Psychometrics
rating
Self Ranked Harrison
PF16
Skills list Assessments
Cubiks PAPI
BEI MBTI
Kostick
Competency
Based DISC CPIQ
Interview
etc
EXERCISE

19. Let’s look at yourself
• You should have a
Core
Competencies
Evaluation Form
in your hand by
now.
19

20. Let’s look at yourself
• Give a rating of 1 –
10 for each of the
9 competency as
7 required for your
8
current job in the
7
column ‘Required’.
9
9 • Calculate the total
10
score for this
9
column.
6
10
84
8.4
20

21. Let’s look at yourself
• Once you rated the
requirement for
9 7 your job, rate
7 6 yourself with a
8 9
rating of 1 – 10
7 5
against each of the
9 9
9 8
competency in the
10 9 column ‘YOU’.
9 8
• Calculate the total
6 7
10 9
score for this
84 77 column.
8.4 7.7 21

22. Let’s look at yourself
• Calculate the gap
between:
9 7 2 ‘Required’ – ‘YOU’ =
7 6 1 Competency Gap
8 9 -1 • Write the score on the
7 5 2 column ‘Gap’.
9
9
9
8
0
1
• Circle the
10 9 1 competencies with
9 8 1 the highest score and
6 7 -1 the lowest score.
10 9 1
84 77 7
8.4 7.7 22

23. Congratulation…. You have just
identified your competency gap
and individual development
area(s)!
23

24. What’s next?
Manager to Staff Individual
• Talk to your staff and look at your • Look at your strengths
staff’s Core Competencies • Ask yourself ‘how can I make use
Evaluation Form of my strengths to improve my
• You should be able to identify performance and career?’
your staff’s strengths and • Create action plan on how your
development areas strengths will be used to support
• Have a one-on-one session with your daily activities, roles and
him/her to discuss about: responsibilities
– How to materialise on their
strengths
– How to develop to close the
gaps
24

25. TOOLS FOR TRAITS PREFERENCES
AND COMPETENCY ASSESSMENT
25

26. Future and current Job Requirements
Competency
PAPI HARRISON
Models
Job
Hierarchy Traits
Competency
Specific Templates
Profile
Eligibility
Linked to
Job Specific Profile
PAPI Test
(HATS)

27. Gap analysis
• Drawn out from the
individual assessment
GAP
and job requirements
profile
Job
Requirement • Use as the basis for:
– Individual Development
Individual Plans (IDP)
Assessment
– Executive Coaching
– Self Directed Learning

28. Sample PAPI Gap Analysis
Target range for role
Borderline range
Outside range for role
Individual profile

31. Strengths and potential: Comparison
Mr. A Mr. B Mr. C Mr. D
Results from Cubiks Assessment Center

32. Sample HA Comparative Ranking

33. Peer and other assessment
MULTI RATER ASSESSMENTS

34. Peer and other assessment
• Multi Rater Assessment
• MRA-I: Multi-Rater Assessment (Ipsative)
Adopts an ipsative (forced-choice) format whereby
reviewers are asked to select individuals’ key
behavioural strengths and priority development
needs from a range of competencies.
• MRA-S: Multi-Rater Assessment (Scale)
Adopts a conventional (Likert) scale approach
allowing reviewers to score individuals against a
range of different competencies, typically from 1 – 5.

35. Cubiks On Line: MRA-I (Ipsative)

36. Select Competences OR Statements
1 - Competency

38. Select Competences OR Statements
1 - Competency

39. Sample report extracts (1)

40. Sample Report Extracts (2)

41. Sample Report Extracts (3)

42. Sample Report Extracts (4)
This information is
only available to
MRA-I assessments
set up at the
statement level

43. Sample Report Extracts (5)
Mike is very efficient in project management
He is a good listener
Mike makes well thought out contributions in planning meetings
He is a good manager
Mike does not always take responsibility for his actions
Doesn’t admit when he’s wrong
Sometimes ignores things he shouldn’t

44. Personal development guides based
on MRA

45. Why Use MRA?
• Individual Traits produce
statistically reliable models of the
way individuals think, the
behaviours and activities they
prefer
• Assessment Centres SIMULATE
behaviour
• Performance Appraisal are usually
form one source, and are distorted
by the money factor
• MRA collects real data on real
workplace behaviors

46. Our Prediction
• Where MRA is not already in
place, it will in the next two
years become the ‘standard’
method of assessing work
behaviors

47. A time line for using assessments in
career management
Organisation Manager Individual
• Learning & • Job • Self assessment
Development Requirements of Traits,
Climate Surveys Profile Behaviours and
Competencies
Manager Organisation Organisation
• Gap • MRA • MRA
Analysis (Repeated
Annually)

48. THANK YOU