SUPERVISORY/MANAGEMENT
ASSESSMENT, RETENTION & TRAINING
Most organizations promote employees into supervisory or managerial roles as a reward for a job well done, from positions that usually have little to do with coaching and leading others to success. This practice rarely works.
Experience and skills are important, but people's talents -- the naturally recurring patterns in the ways they think, feel, and behave -- predict where they'll perform at their best. Talents are innate and are the building blocks of great performance. Knowledge, experience, and skills develop our talents, but unless we possess the right innate talents for our job, no amount of training or experience will matter. - Why Great Managers Are So Rare, Gallup/Business Journal March 25, 2014
CONVENTIONAL TALENT ACQUISITION AND ASSESSMENT STRATEGIES ARE GENERALLY INADEQUATE DURING THE IDENTIFICATION PHASE, WHETHER IT BE FOR A NEW HIRE OR A TRANSITIONAL ROLE WITH EXISTING TALENT.
Organizations tend to look at potential candidate profiles in reverse of what is actually necessary for success.
Peak recognizes that great managers possess qualities and characteristics that are rare in today's talent landscape. Through the application of a holistic approach to talent capital and viewing each candidate through a much wider lens, we are able to identify those who more closely match your success portrait.
Optimal talent alignment is better met through an intelligent strategy of seeking to identify core values and emotional intelligence as a precursor to traditional candidate assessment techniques.