A tool that not only allow companies to find talent but also help them manage them
How do you measure leadership skills in the age of AI and big data? ManpowerGroup has developed a scientifically validated system that calculates the degree of “reactivity” of each leader to digital transformation: DigiQuotient. Tomas Chamorro Premuzic, Chief Talent Scientist at ManpowerGroup, explains how it works and the impact it has on organizations. There is no company that is not engaged in the research of the T-Factor, but what organizations do to attract and retain the best talent does not always generate positive results. Why? Recruitment mistakes, lack of motivation, overvalued performance potentials. Professor of Business Psychology at London University College and Visiting Professor at Columbia University, as well as Chief Talent Scientist at ManpowerGroup, Tomas Chamorro Premuzic uses science and technology to recognize talent. “Insight alone is not enough: practical solutions and objective criteria are needed to excel in talent management. Data – ensures Chamorro – are the true key to managing talent”. After all, never like today, in the age of digital disruption, each individual leaves millions of “traces” behind them that can guide human resource experts to finding talent. What makes a person a true talent? “Being talented – explains Chamorro – means being able to combine extraordinary skills with incredible results. Which does not happen very often”.
It is much more common to track down people who are able to achieve important goals without having brilliant skills or, conversely, people who are very prepared, but are struggling to emerge. “This is because social skills and professional ethics should be associated with competency. Especially these two aspects are what makes a candidate really appealing”- clarifies the expert. To understand who meets these characteristics, Chamorro has created specific tools. Tools that not only allow companies to find talent but also help them manage them. Indeed, the dispersion of talents is one of the most widespread problems for organizations. Not coincidentally, there are more and more people who choose the path of self-employment or who suffer under the leadership of their boss. Just type in the word “supervisor” or “leader” or “boss” in any search engine and you will see how many insults of all kinds are associated with those terms. In the challenge against the “talent delusion”, therefore, companies are called to redefine the traditional criteria for selecting and managing employees by focusing on talent attraction and also on the management of the so-called “toxic people”. According to a recent Harvard Business School study, avoiding a toxic employee for a company can be much more beneficial than attracting a talented one. All these evaluations can be made with the aid of science. “We are capable of preparing tests that, with a success rate of 85%, record the results of each worker, allowing companies to make the most intelligent and effective choices, using technology as a sort of telescope that is useful to better refine your strategy. And this – concludes Chamorro – has been the greatest change in recent times”.