PART ONE.....potential and interventions

In any tool that you use, you need to be made available, information about your POTENTIALS. This tool must take a common standard platform for all. How can it be standard and equal for all? Every person has different education level, different experiences and different job specification. So how do you obtain information of your potentials without the differences, is that possible?

Lets take an example. Look at he picture of the peach fruit above. Suppose the seed is you, your potential (purely you) without the INTERVENTIONS. Here interventions means education level, life experiences and job experiences. So if we compared seed to seed then it is fair to say whether YOU have better potential than another person or group of people. If we analyse all the employees of an organisation with this kind of tool (a tool that does not take into account the interventions). then we can see all the employee's potentials on a equal standard platform; be it positive or negative potentials. Once we know this then we can develop a proper planned interventions for the individuals, the teams and the organisation. The negative and weak potentials can be developed or ignored if the negative and weak potentials has no relevance to the person's, or team's job. Then the question arise...what about your education and experiences? We talk about that in my next session.

PART ONE

The Start - ONESELF

Whenever we talk about ONESELF, the first thing all Human Resource Department or Human Capital Department think of will be Personality Assessment or any Assessment Tool. Right? So how useful or true is this Assessment Tool? Well, read for yourself the article I have attached titled " The coachability and fakability of personality-based selection tests used for police selection. - Entrepreneur.com."

It is important to know yourself and you need to find a way to get this. You need to know yourself so that you can know what training you need to do, take and have to improve. It will also tell your strength and weaknesses. This assessment is usually used in recruitment, development and promotions. Many organisations have introduced these assessments such as Hogan, 16 Personality Factor, Personality Interview Profiler, Disc, Myers-Briggs Type Indicator, Job Fit Assessments, Harrison Assessment, etc.

If the assessments produces a description of personality traits, then it can reasonably considered a personality test. Some common personality traits are Ego, Ego Strength, Ego Resilience, Empathy, Empathetic Outlook, Neuroticism, Extroversion, Openness to experience, Agreeableness, Conscientiousness, Dominance, Influence, Steadiness, etc.

Be very careful because many assessments disguise the Personality Traits by using variations in the traits names such as Emotional Stability, Emotional Control, Sociability, Introversion, Dependability, etc.

Remember these questions:
1. Was the measure designed to describe a theory or model (usually of personality)?
2. Was the measure designed to predict future behaviour?
3. Was the measure designed for academic or business applications?
4. What evidence exists to show the measure can impact business results?

Choose the right Tool.

INTRODUCTION

In any organisation, Human Capital Development is primary. Every person in your organisation is important. The usual practice is to recruit the best talent to join your organisation. Provide them with proper skills and the best training and development to improve their performance and chart their future in the organisation. The questions that arise are:

1. How do you know you are recruiting the best-fit, the right talent?
2. What training do you need to provide?
3. How do you know which person go to what training?
4. How do you determine which person go first and what cost
5. Which training organisation do you chose to do this?
6. How do you keep this people after you train?
7. How do you decide who succeed if the person leave or retire?
8. more and more questions.......

So where do you start?
We have the answers to all your questions.