Introduction

The above scenario is a classic example of how a well-intended talent management practice fails to
be effective at the ground level. Here the manager was not sufficiently equipped to support her team
member in setting his development goals. Moreover, this is not a rare case. It can happen at any level
and in any organization, irrespective of its sector.

The impact: Organizations spend time and efforts yet compromise on the effectiveness of their
talent processes.
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What Concerns Leaders

With the increased focus on meeting talent

development needs, industry leaders have
Still, many of their concerns
been trying to boost their talent plans. continue to remain a challenge -

The process for Creating robust talent Internal mobility and

recruitment and pipelines is critical to redeployment have
promotions is set. business. become the norm in
But are we focused But how do we assess tackling new projects.
enough to ensure development needs But will it help if
employability and and continuously we decide on role
promotability by improve pipeline fitment only based on
bridging skill gaps? flow?​ performance history
and recommendations? ​

Achieving 100% role Talent Management Face-to-face

fitment is a distant processes often interactions have
dream! succumb to the reduced drastically.
How do we bring in a subjectivity of How can we ensure
continuous learning individuals. that we are “knowing”
and development How can we achieve the participant
agenda?​ a more objective, properly before we
bias-free approach?​ make a final decision?​

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Challenges We Hear

Modern leaders recognize that people and Deploying them can be a herculean task because
collective capabilities are the fundamental of the complexities involved and the rigor
elements at the heart of the issues that required.
ultimately drive profits, customers, and growth.

Structured assessments across the

In our experience with
organization, i.e., multi-layered assessments, industry HR leaders, here are
can be one of the critical talent processes that
allow for an integrated way of developing
some typical dialogues they
people and capabilities. get to hear when on the task –

“ We don’t understand why it is

“ So many reports and yet not a
so expensive to do some basic single source of truth! Can you
assessments. Can you justify the show us one single collated
unnecessary high cost? insightful report?

” ”
“ All we see is endless jargon! Can
“ We get that using multiple tools is
you contextualize the outputs in the the only way to assess holistically.
report to the language familiar to But how will you ensure a common
the organization? experience for all?

”
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 The Contemporary Approach

Traditional approaches used by HRs have not While engaging with leading
entirely solved the above-stated points at issue
in totality. In light of recent global disruptions,
organizations, we observed
a change in mindset towards managing that they are opting to tweak
assessments has become indispensable.
their existing processes with
Talent-first organizations are, in fact, proactively the following contemporary
deliberating on devising better methods for
managing multi-layered assessments. approach –​

Reimagining the
possibilities in which
assessment outcomes can
help bring development to
the big picture​

Rethinking how and Reinventing talent

in what ways efforts processes that can
intended for assessments aid in prioritizing and
can be consistently addressing talent needs
optimized in the long run

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 Here are two examples of our collaboration with major industry players to remodel their
existing assessment landscape.

Partnering with an International Financial Services Provider to

conduct Multi-layered Assessments for hiring and promotions

To transform the hiring and promotion

assessments deployed for various grades and
THE OBJECTIVE roles of individual contributors and project
managers

The previous in-house process was

pen and paper-based and effort-
intensive for its talent acquisition and THE CHALLENGE
management teams.

We collaborated with them to design and

deploy multi-layered assessments with the help
of digital tools. A typical process starts with a
nomination, followed by orientation, sharing
of guidelines, assessment exercises, and report
sharing. Some key actions taken by the Think
Talent team are as follows –

The assessment packages were selected in

consultation with the client based on the grade
and contribution. ​
THE EXPERIENCE
The content was curated as per the work
context. ​

Logistical planning and execution were

completed within the given time frame.​

Orientation calls and an extensive support

process were rolled out for all stakeholders to
ensure a seamless experience.​

Historical data was analyzed to derive group-

level insights that can act as a catalyst for future
development.

All the features requested were incorporated

into the self-paced exercises to provide
better insights and information. The prompt
technical support ensured that the work was
collaborative in delivery and execution.

The project began in 2016 with a mix of

THE IMPACT
physical and virtual assessments. Presently
the process has entirely transitioned to virtual
mode with a pre-configured platform.
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 Partnering with an International Financial Services Provider to
conduct Multi-layered Assessments for hiring and promotions

Rethinking how to change focus

from effort-intensive execution to
post-assessment planning

Reimagining how to utilize

IN A assessment outcomes to plan for
NUTSHELL the future strategically

Reinventing the assessment process

to digitize and contextualize it while
maintaining rigor​

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 Enabling a Global Healthcare Company to leverage Multi-layered
Assessments for hiring and promoting its sales force​

To simplify the hiring and promotions

process and deploy multi-layered
THE OBJECTIVE assessments for their sales force​
​​

The existing process needed time and

effort streamlining as multiple geographic
locations were involved. The team wanted
contextualization of the content and mapping THE CHALLENGE
of relevant assessment tools to appropriate
roles and levels.

We partnered with them to plan, design,

and deploy multi-layered assessments for
four levels of their sales force, i.e., market
representatives, area sales managers, regional
managers, and national sales managers. Some
key highlights of the program are as follows–​

Assessment packs inclusive of the tools, relevant

content, and complexity level were designed as
per the client’s work context.

THE EXPERIENCE Expert assessors curated individual reports

with detailed observations focusing on the
development needs of individuals along with
scores.

The content is upgraded yearly as per our

recommendation to tackle the changing work
dynamics.

A workshop on the reliability and validity of

the assessment tools was held for the client HR
leaders.

Our expertise in understanding the aspects

and challenges of the pharma sector sales force
resulted in successfully deploying multi-layered
assessments at multiple client locations.

The process was decentralized with ownership

assigned to location HRs, resulting in time, cost, THE IMPACT
and effort optimization.
Due to the initial success, repeat year-on-year
engagements were done with the client from
2018 to till date.
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 Enabling a Global Healthcare Company to leverage Multi-layered
Assessments for hiring and promoting its sales force​

Rethinking how to decentralize the

efforts invested in talent processes to
complete the cycle faster

IN A Reimagining how to leverage

NUTSHELL assessment beyond hiring to
bring in development discussions
to the big picture

Reinventing the existing process to

improve sales team effectiveness with
reliable and contextualized assessments​

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Conclusion

A successful organization is only as strong as its people at all levels, and each must work
together to sustain it. The collective capabilities required at different levels will vary. So
having a one-size-fits-all method may not be adequate to evaluate and channel the same.

Organizations must recognize this and develop scientifically robust processes to cater
to each level. And the key here will be to integrate them and deliver a seamless user
experience.

DID YOU KNOW?

Think TalentTM conducts around

12000 assessments across clients
every year.

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