Piecing together the Potential Puzzle

Malin Mella, Consultant and Chartered Psychologist at Alumni, discusses the challenges and best-practice methods for assessing potential in candidates. In her role, predicting future performance in senior individuals and leadership roles, she often provides an essential piece of the puzzle. Malin explains how this can be even more essential when assessing candidates at the beginning of their career – who may be high in talent but short on professional experience.

The driving forces behind work behaviours

Skilled employees remain the single most crucial asset for organisations. Around the world we continue to see reports of a widening skills gap which is particularly noticeable in digital, but also throughout all business sectors to various degrees. Perhaps part of the answer to the problem of an increasing skills gap can be found in how we analyse and review the candidates for a role. How can business leaders invest wisely to harness the capabilities in the talent pool and interpret the intangible nature of potential?

An effective employee displays positive work behaviours (as seen in the pyramid above). To be deemed positive these behaviours may include meeting targets, solving problems, increasing turnover, innovating or simply being pleasant to deal with. What is considered positive very much depends on what the role is, but these behaviours are usually highly visible and often measurable through KPIs and performance reviews. The driving forces behind these positive behaviours in the workplace can be less obvious.

Knowledge is necessary. Role and sector experience and relevant training and education all positively effect behaviour. Similarly, having valid or extensive experience in similar industries, sectors or roles can also allow new employees to hit the ground running with positive work behaviours. But what happens when the talent pool you are recruiting from has only limited knowledge and professional experience for example with new graduates or workers reskilling from outside your business sphere?

The importance of profiling

As the diagram shows, the biggest contributor to positive work behaviours is ‘Potential’ and this exists in all candidates across all organisations. Potential is largely created through genetics and early life experience, it lies in a candidate’s genetic inheritance, their intelligence quotient, and their innate abilities. In a study presented in the Harvard Business Review[1] experts identified three general markers of high potential: ability, social skills, and drive. All three of these markers are most accurately assessed through the use of personality profiling and measurement of analytical skills.

With intelligence and personality as the main predictor of behaviour, candidate profiling during selection can play a very important part in piecing together the puzzle for less senior roles, particularly where candidates lack the many years' work experience to back up their application. In addition, assigning a trained professional to conduct the profiling with scientifically proven methods adds a more rounded perspective than passing the task off to machine-based AI algorithms which may miss nuance or create bias. A human assessor will be able to do a more thorough and nuanced analysis linked to the test results, using SBR (situation, behaviour, result) questions.

Potential is rarely seen on paper

“People are individuals and we must give room and time to consider the unique context of each, even when they do not have exactly the right number of trigger keywords in their CV to delight an algorithm.”

Relying on a CV beauty pageant or keyword searches on covering letters also has its pitfalls. Whilst It can be useful to screen mass candidates with machine-based systems to filter them into a smaller pool of possible talent, this doesn’t allow for the fine nuances that need to be considered when looking at a person’s potential in a specific role as well as striving to make the best possible match between employer and candidate. Consider the role of salesperson in comparison with that of a data programmer. Affability and extroversion are crucial for one and not the other, even if research shows that agreeableness is a major factor in potential[2], third in importance after intelligence and conscientiousness[3]. Critics argue that AI filtering systems can introduce bias, lack accountability and transparency, and aren’t guaranteed to be accurate[4]. People are individuals and we must give room and time to consider the unique context of each, even when they do not have exactly the right number of trigger keywords in their CV to delight an algorithm.

Compensating for character

Innate characteristics can be overcome through applying tenacity and alternative approaches. Consider two students: the first is highly intelligent with natural ability and an excellent memory, they are able to pass their exams without revising; the second is of average intelligence but passes their exam only by putting in hours and hours of structured revision. They are equally qualified, but which is the right talent for your role? Of course, the answer very much depends on the role. Instantaneous problem solving and quick reactions may be necessary for one role, but a more diligent and methodical approach needed for another. This is where genuine human interaction helps with profiling.

Using an expert

One of the best ways to assess employees for high potential is through the use psychometric testing, thorough analysis of results and face-to-face interviews to evaluate professional experience and skills. This approach delves below the surface to explore the more of the complex layers of human nature and allows for a fully rounded and genuine understanding of potential and suitability in a specific candidate. Therefore, using a partner to help in this type of profiling can add value and help ensure you get it right from the beginning - finding that rough diamond that is ready to be polished.

References

[1] https://hbr.org/2017/10/what-science-says-about-identifying-high-potential-employees

[2] https://www.sciencedirect.com/science/article/pii/S1877042816315531

[3] https://www.simplypsychology.org/big-five-personality.html

[4] https://www.forbes.com/sites/forbescoachescouncil/2019/08/14/10-downsides-of-using-artificial-intelligence-in-the-hiring-process/?sh=21400691685e

Malin Mella is one of Alumni’s Organizational Development Consultants and Chartered Psychologists. She also holds many accreditations in personality and analytical testing. To discuss how Alumni can help you identify the potential in your talent pool – please get in touch.