A2a High Potentials

Benchmark High Performers – Set the Bar



This assessment is conducted with the organization’s “high performers” for a particular job title, for example, “senior sales associate”. It assesses the traits deemed relevant for the target position. The range of results can be used in numerous ways including hiring, promoting, and benchmarking others. The results are used to set a “Similarity Index” representing the scores of the top performers in the organization who perform the same job function as the participant. When the participant score falls within the sample of top performers it indicates a similarity to the target. A Similarity Index can be calculated as a guide indicative of a good job match and used for development, promotion, and recruiting.

The assessment and competency knowledgebase provides a unique resource that allows the organization to implement development initiatives that extend across the enterprise.

The Ryan Group's approach ensures that all basic requirements for executives, managers, and individual contributors are aligned with a core set of attributes, behaviors and competencies that permeates the organization and defines, at a fundamental level, the organization’s human capital.

This approach ensures that the organization can align its training, related development, and human resource processes around one set of focused, business-driven criteria. It also ensures that future leaders begin working on the same set of core attributes and competencies that will serve them later in managerial or executive positions.

This approach affords the organization numerous benefits, including:

·         Ensuring that all curriculum are based on the defined core competency attributes and behaviors.

·         Aligning the key attributes and competencies with other efforts, the organization creates a system in which the attributes and competencies are re-enforced.

·         When all organization employees are measured against the key attributes and competencies, future leaders may be identified more quickly and accurately, facilitating the succession planning process.

·         By identifying a core set of attributes and competencies and related, measurable criteria to support them the organization can identify sources for integrated development programs and their implementation.

The Ryan Group - Leaders in Human Capital Management Solutions