Jessica Bowers XXXXXXXXXXYesterday Nov 15 at 1:49pm Potential is considered difficult to define an element that, despite its elusiveness, is necessary to understand and evaluate for future success in...

Jessica Bowers

Potential is considered difficult to define an element that, despite its elusiveness, is necessary to understand and evaluate for future success in a business organization (Silzer & Davis, 2010). Silzer and Davis (2010) suggest that the use of assessment to identify potential is appropriate for foundational dimensions, such as cognitive abilities and personality skills, particularly as these measures are likely to be fairly static across the lifespan of the individual. The authors also suggest that assessment for career-specific skills and knowledge is appropriate but should be applied to the career stage of the individual. Potential for success in the future should be matched to the skills they exhibit relative to their current career stage.

The authors caution that assessment for potential in areas that are not considered static, such as growth areas and career-specific knowledge and skills, may need to vary according to the industry, function, or role. Work situations, such as management that are not motivational or an organizational culture that is aversive or not supportive is another factor that should be considered with caution when assessing an individual for potential (Silzer & Davis, 2010)

Assessment can be utilized to evaluate past performance and future success. Evaluating past performance should be aligned with the industry and role and should take into consideration the possibility that an environmental factor may have an impact on the outcome of the assessment. This is particularly true when assessing past performance that has been carefully aligned to the current career stage (Derosiers, Oliver & Church, 2009). In comparing assessments of past performance and future success, if large discrepancies between the two are discovered and the individual is assessed as high potential in static areas of intelligence and personality, it should be considered that other factors might not have been considered in the evaluation of past performance.

Valid assessments for predicting future success will include a collection of tests for a complete view of an individual including ability and intelligence testing, psychometric personality profiles, competency assessments, and 360 assessments. One area that should not be overlooked are assessments in interpersonal skills, which have been shown to rate high potential individuals as individuals who are also high in interpersonal knowledge (Lievens & Sackett, 2009). Additionally, while competency assessment and 360 assessments will evaluate past performance, future predictive assessments, such as online business simulation should also be used to predict future performance behavior in an applicable setting.

References:

Desrosiers, E. I., Oliver, D. H., & Church, A. H. (2009).
Defining leadership competencies at

PepsiCo. Presentation delivered at the 24rd Annual Meeting of the Society for Industrial and

Organizational Psychology (SIOP), April 3, New Orleans, Louisiana

Lievens, F., & Sackett, P. R. (2012). The validity of interpersonal skills assessment via situational judgment tests for predicting academic success and job performance.Journal of Applied Psychology, 97(2), 460–468

Jeanetra Marshall

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According to Silzer and Davis (2010), the success of an organization is connected to having human and financial resources necessary toattain the calculated goals.An effort is known as “talent management” (p. 496) is explained as an integrated set of procedures, cultural norms, and programs in an organization created and applied to bring in, develop, install and keep talent in order to attain calculated goals and meet future organizational necessities.

According to the authors the appropriate utilization of assessments to identify high possibility for individual growth and development chances go as follow: First it is vital to have clarity and a working model ofpossibility; then a well-founded assessment process needs to be selected for measuringallthe fundamental components of potential.The second question for the company needs to answer is what an individual’s possibility shouldmeasureincluding what point in his/her career?The decision of assessment method will differ from assessing an entry-levelapplicant'scontrarilyoutside associate buyer applicants, versus an inside experienced associate buyer whomight be only a few careers walks away from executive-level commodities leadership position(Silzer & Davis, 2010).For instance, theanticipatedlevel of commodities leadership or knowledge skills will differ forallthese applicant groups:internal, entry-level, and external experience (Silzer & Davis, 2010).

According to Silzer and Davis (2010), forecastinglong-lasting future performance is different from normal short-term selection problems. Recognizing future possibilities requires making a long-lasting prophecy, sometimes over a duration of five to tenyears (Silzer & Davis, 2010). This requiresforeseeinghow much a person has given extra development and growth to perform effectively in future organizational positions.This will include the contemplation of the person’s possibility to learn and expand over the years.We all know that past behavior may decide future performance however, this is not a foolproof technique.However, this does pose the question of if a person’s possibility is an inborn and unchanging ability“Either one has or does not have potential” (Silzer & Davis, 2010, p. 499), or is there something that can be developed or changed within that person.New employees normally should establish an internal performance record for many years prior to nomination as having high possibility.However, past performance record might not sufficiently forecast the potential to handle future positions. Now ifpast performance islikepossible future positions then past performance records in thosesituationswill be helpful in recognizing a person’s potential.Our required text gives a perfect example of how assessments can be utilized to assess past performance and forecast future success. For instance, the effectiveness in leading a cross-functional strategic task force can be a helpful criterion of how an individual may in the future handle wider strategic resourcefulness“across the organization as a senior executive” (Silzer & Davis, 2010, p. 505).

Simulation assessments and work samples are utilized in the pre-hire assessment procedure to allow employers the chance to observe the applicant in action. These skills assessmentscontainallowing the applicant a work-related task to engage in a role-play simulation assessment. The main goals of this type of assessmentareto evaluate job-specific skills and toexamine decision-making abilities.For example, 360-degree feedback is a very popular human resource instrument (American Society of Employers, 2018).With human resources obtaining strategic significance integrated withelevating costs of scarceavailabilityand talented managers, companies are left with no substitutes forrecognizing and coaching talent from within. This is the cause ofanelevated utilization of assessments such as the 360-degree instruments forevolving leadership competencies.

References

American Society of Employers. (2018). Can we predict future performance based on past behavior?https://aseonline.org(Links to an external site.)

Silzer, R. & Davis, S.L. (2010). Assessing the potential of Individuals: The Prediction of Future Behavior.Handbook of workplace assessment. (pp. 495-52).