Written by The man who follows the crowd will usually get no further than the crowd. The man who walks alone is likely to find himself in places no one has ever been.
Alan Ashley-Pitt
Posts tagged people
Team IQ
The IQ of the group is the lowest IQ of a member of the group divided by the number of people in the group.
Anonymous
Evaluating people potential – Objectives and tools
We covered in a previous article which is the starting point for evaluating people potential. Now we will focus on which are the objectives and tools that can be used.
Why is it important to assess people potential:
- Again first of all because people are your first asset and deserve to be assessed to know “where the bet should be placed” with less risk possible
- Second point is because knowing the break down between people potential and actual situation helps you in tailoring the best approach for their development
- Third point is because if you have a clear map and path you can manage more easily future tasks and position changes in order to maximize results.
To go through a good potential assessment, please take in mind that is a step different and even more complex from performance evaluation:
- both are “evaluations”, but one focuses on current performance, the other (potential) is focused in forecasting a potential state.
- performance is aiming at short term, while potential is aiming at long term, also for rewarding purposes
Stated this objectives, is it clear to understand that tools (in a broad sense) play an important role.
So which are the best tools to be used during the assessment?
Here are my tips:
- Be prepared on person history, both personal and inside the company. This screening must be done before meeting the person
- Opt for direct manager interviews, stating clearly the objective of the meeting or plan homogeneous assessment groups
- Use tests where possible to assess knowledge and potential against a sample of homogeneous people, but remember that tests give you only a point of view, not all the story
- Take time to prepare group assessments (a typical ratio in my experience is 10:1 the first number being the preparation days for each day of assessment. Also this estimate assumes that you have done this before and that you know how to structure the assessment days and where to get material, otherwise you can double the effort)
- Take time to prepare one to one assessments (again a rule of thumb is to take half a day for each interview)
- Don’t improvise
Next time we will focus on expected output and dimensions to be covered
Performers
Some performers on television appear to be horrible people, but when you finally get to know them in person, they turn out to be even worse.
Anonymous
Technology
Technology is dominated by two types of people: Those who understand what they do not manage and those who manage what they do not understand.
Putt
Practical people
Practical people would be more practical if they would take a little more time for dreaming.
J. P. McEvoy
Ideas
People will accept your ideas much more readily if you tell them that Benjamin Franklin said it first.
Anonymous
Mosquitos
People who claim they don’t let little things bother them have never slept in a room with a single mosquito.
Anonymous
Past and future
People often find it easier to be a result of the past than a cause of the future.
Anonymous
Some factors to consider in people evaluation
Evaluating people is one of the most complex skills managers need to build.
People are by far the most valuable asset you as a manager are given and deserve all the time needed to investigate their strength and weaknesses.
In doing this, is important to analyze different relevant dimensions:
- Ability to interact with one/many company organizations: this is the ability individual has to interact with other organizations
- Social areas: the ability to interact with different roles and people, being an active listener and a non conflictual player
- Cooperation: being capable of play in a team and for the team; being able of valuing critics and different opinions
- Leadership: being perceived as authoritative and not authoritarian; being capable to lead
- Multitasking capabilities: ability to deal with different activities at same time
- Proactiveness: being capable of being proactive toward situations
- Task coverage: being capable (and at what extent) of doing assigned tasks
- Project management and organization: if applicable, being or not able to deal/lead with projects and organize work
- Decision making and decision taking skills: being able to help in decision and/or being able to decide
For each of this is desirable to assign a weight that should be different for each role in order to be capable of differentiate evaluation for different roles.
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