Knowing what skills, knowledge and mindset are needed in your team is important. But it’s just as important to know what’s already there – particularly during times of transition when you need to find the gaps.
It’s one of the reasons why objective assessment from external experts is essential.
The other is that it brings a broader perspective to assessments – including what excellence looks like in other businesses and what skills HR people will need in the future.
Our assessments can take many forms depending on what you want. But we often find the best way to run assessments is to simulate real-life situations related to your organisation. It helps you determine whether people have the necessary skills. It also gives the participants a real sense of the job, which can help them decide if the role is right for them.
We also run development centres. Here our unique approach is to give people a challenging but supportive experience of a job (a Business Partner role, for example) and then help them understand how they can be more effective and what changes they need to make to get there. We also use coaches not assessors to run the centres. That way there’s no question in participants’ minds that they’re being developed not assessed (a surprisingly common problem).
If you’d like to speak to us about assessments and how we can help, get in touch.
On an online forum last week, I read with interest a discussion amongst the HR community entitled ‘How much business should HRBPs know?’ I believe that the real question is broader than that.
Assessment
Knowing what skills, knowledge and mindset are needed in your team is important. But it’s just as important to know what’s already there – particularly during times of transition when you need to find the gaps.
It’s one of the reasons why objective assessment from external experts is essential.
The other is that it brings a broader perspective to assessments – including what excellence looks like in other businesses and what skills HR people will need in the future.
Our assessments can take many forms depending on what you want. But we often find the best way to run assessments is to simulate real-life situations related to your organisation. It helps you determine whether people have the necessary skills. It also gives the participants a real sense of the job, which can help them decide if the role is right for them.
We also run development centres. Here our unique approach is to give people a challenging but supportive experience of a job (a Business Partner role, for example) and then help them understand how they can be more effective and what changes they need to make to get there. We also use coaches not assessors to run the centres. That way there’s no question in participants’ minds that they’re being developed not assessed (a surprisingly common problem).
If you’d like to speak to us about assessments and how we can help, get in touch.