Talent Assessment Case Study

An MNC FMCG Company

Situation:

Company A was implementing an assessment process with approximately 20 middle and above-middle-level managers in its China region, to identify and develop talents for future leadership roles. This program should use valid assessment processes to identify gaps between current organizational needs and current talent pool status, to develop and implement individual development and career plans to eliminate gaps, and then to align these processes with the company's succession planning process. To meet those needs,an external consulting firm was needed to assist the company in further specifying the criteria and validating the high potential identification process; designing and implementing the China individual assessment, gap analysis, development and succession planning processes.

Solutions:

MGP organized a project team led by I/O Psychologists and supported by consultants, developed a four-stage approach including gathering information, developing assessment processes, providing feedback, and succession planning. Through this approach, MGP:

• Reviewed all relevant materials and suggested refined criteria for selection
  
• Conducted a one-day development assessment center for the candidates, composed of quantitative methodology such as personality test, test on motivational factors, and logical reasoning test, as well as qualitative methodology characterized by role-play simulation sessions and a behavioral interview. The results of the assessment center will assist to analyze the gaps between candidates' present status and future position requirements
  
• After that, MGP provided a feedback session focusing on assessment results and development suggestions and had a discussion with each participant and their supervisor or HR representative separately. To complete the communication loop, a three or four way discussion session was held with each participant, the lead assessor from MGP, participant's supervisor and/or HR representative present, in order to have an agreed upon development plan with specific development needs, actions, timeliness, metrics for each participant

Finally, MGP provided Company A with series of templates and tools for visualizing and analyzing the talent pool, talent pipeline, and succession planning. MGP also worked with Company A to internalize the process. The whole process lasted for about three months and ended with a cheerful great success.