How to build a talent evaluation index system

Can a questionnaire asking people how to react in various situations really measure people's characteristics and tell us what these people are best suited to do?

The answer is yes. Through a series of scientific means and methods to measure and evaluate the basic quality and performance of personnel, such as personality and IQ, this is talent evaluation.

Psychologists have found in a large number of examples that IQ level, EQ quality and ability structure are inevitably related to people's achievement opportunities, and people's characteristics are stable and can be expressed in a certain way. With a history of more than 100 years, the econometric theory is relatively mature and can quantitatively describe some characteristics. This is the main basis for talent evaluation.

More and more enterprises are using talent evaluation to obtain information that can't be captured from written materials and interviews, and get direct help in the recruitment and selection of new employees, human resource diagnosis, promotion of senior key positions, design and implementation of salary system, and analysis of training needs. According to statistics, the predictability of talent assessment for candidates is as high as 8 1% ~ 89%, and the predictability of interview is only 14% ~ 2 1%.

From 65438 to 0956, AT&T evaluated hundreds of junior management talents by talent evaluation technology (then called "Management Development Research Project"), and then sealed the evaluation results. Eight years later, the actual promotion situation in these eight years was used to test the situation at that time. The results show that 80% of those who have been promoted to middle management positions are correct, and 90% of those who have not been promoted have predicted it.

According to the data, Xerox once tested 500 salespeople and managers, and spent 340,000 US dollars, while the actual increased economic benefit was 4.9 million US dollars. At&T Company of the United States invested 330 million dollars in consulting fees in 1998, and one of the important tasks is talent evaluation. The comprehensive benefit is 15%, and the economic loss of 5.5 billion dollars is avoided.

Although the application of talent evaluation technology in recruitment will increase the recruitment cost, from the perspective of risk control, the evaluation cost is undoubtedly worthwhile. Therefore, Wuhan Katie Electric Power Co., Ltd. conducted three large-scale talent evaluations in 1 year.

In fact, for anyone with the right attitude, every evaluation is a process of learning, training and improvement. Because evaluation can make people know their own strengths and weaknesses more objectively and help people make correct decisions on personal development and career path choice.

Where is the evaluation method used?

The biggest difference between human resources and other material resources is that it is difficult to understand clearly. What we simply observe and understand is often some superficial characteristics, such as gender, age, education, appearance and so on. However, it is difficult to accurately understand the deep-seated characteristics such as human potential, personality quality, attitude and motivation in a short time. So the evaluation method has its place.

First, recruiting talents:

Among the existing recruitment methods, they can be roughly divided into traditional recruitment interview, reference to previous work experience, recommendation (self-recommendation), testing, talent quality evaluation and other methods, and their reliability and validity are different.

Second, the staff training and assessment:

Excellent managers know how to use existing and potential resources to promote the realization of organizational goals, but managers need to spend a long time and energy to understand the ability level and personality characteristics of employees. If the comprehensive quality of employees is measured by talent assessment technology, the testing system will output detailed reports of the tested people's various abilities, such as leadership, social skills, work ability, work engagement and so on. , which not only saves the cost of human resource management, but also improves the efficiency.

Third, employee motivation and promotion:

A good enterprise must have an avant-garde incentive mechanism, but the incentive should be based on the understanding of employees. Using talent evaluation technology, we can evaluate the "career design" of employees, and understand what industries employees like to engage in, what industries they are good at, and what they pay more attention to in professional values. In this way, human resource management will take a new step.

When employees are promoted, enterprises can also "discover" employees through talent evaluation, understand how big their achievement factors are, and measure their problem-solving style. For this purpose, the corresponding comprehensive quality test items for talents are set up.

The mature practice of domestic enterprises in the evaluation of applied talents is to hire professional consulting companies to operate. Specialized consulting companies have scientific evaluation tools, rich practical experience and a large number of comparable evaluation data, and can comprehensively analyze the ability and quality of the subjects through experience, interviews and scenario simulation.

For enterprises, if consulting companies are hired to do it, in order to ensure accurate evaluation, job analysis must be carried out first, so as to understand the requirements of enterprises and jobs for talents.

It should be noted that the generalized talent assessment includes psychological assessment, structured interview and scenario simulation. Interview, games, discussion (LGD), homework, projection evaluation, handwriting analysis, document review and background investigation are all commonly used methods. At present, most talent evaluation often refers only to psychological evaluation, which is relatively narrow.

How to implement perfect evaluation?

For an enterprise, having a standardized talent evaluation management system can enable employees to give full play to their talents, maximize their potential and create higher value for the enterprise. At the same time, by adjusting the post through testing, the combination of human resources can be optimized and the production efficiency can be continuously improved.

There are three commonly used evaluation methods: questionnaire test, structured interview and evaluation center technology. In the recruitment, promotion and training of human resources, we should choose different methods according to objective purposes.

Questionnaire test is a test method to evaluate the characteristics of subjects by filling in written questions. Questionnaires are usually compiled by experts and scholars. The measurement, scoring and evaluation of the questionnaire are relatively simple and convenient. From the test content, the questionnaire test mainly includes cognitive ability test, personality psychological test, professional skills and professional knowledge test. Among them, cognitive ability test is widely used. Cognitive ability tests often examine individuals' logical thinking ability through word comprehension questions, generalized reasoning questions and mathematical operation questions. Personal logical thinking ability is the basis of personal adaptability, learning ability and even development potential. Therefore, cognitive ability test has long-term and high predictive power for job performance.

Structured interview refers to an interview in which different subjects ask the same questions in the same order and multiple examiners score according to the same standard. Generally speaking, the predictive validity and consistency of structured interviews are good. Structured interview is a test method to understand the quality and achievement factors of the examinee through formal conversation with the examinee. Structured interview mainly involves three aspects: logical thinking (ability to analyze problems), management ability and mature personality characteristics.

Evaluation center technology is a method to evaluate talents mainly through scenario simulation, which is mainly used to select senior leaders of enterprises and organizations. The basic implementation steps of the evaluation center technology are: under the observation of the judges, the subjects complete some scene simulation operations, and then the judges evaluate the subjects. Scenario simulation mainly includes: file basket test, leaderless group discussion, etc.

Managers should always keep in mind three principles when implementing and selecting talent evaluation technology: people-oriented principle, scientific principle and contingency principle.

First, the scientific principle:

Scientific principles are also called scientific talent evaluation. Scientific principles emphasize the scientificity and standardization of evaluation contents and methods. The basic assumptions of this principle are:

1, the content of talent evaluation is an information system, so we must look at talent evaluation from the perspective of system engineering. For example, management skills include a system.

2. The method of talent evaluation is strict, and it is a standardized procedure to understand people's behavior characteristics. Structured interview is very strict with questions, each question is established after careful consideration, and the questioning procedure is also strictly regulated. Structured interview topics will be determined according to the company characteristics and recruitment positions. Before determining interview questions, it is necessary to analyze the position, and then confirm and select typical questions related to the position. Only in this way can the interview be more targeted.

3. The results of talent assessment can be quantified and optimized.

In recruitment and competition, the effectiveness of talent evaluation depends on at least four factors:

1. What is the proportion of candidates? Generally speaking, the lower the substitution ratio, the higher the effectiveness of talent evaluation. For example, "choose 1 from 5" is better than "choose 1 from 2" in the test.

2. The higher the quality level of candidates, the higher the effectiveness of talent evaluation.

3. Diversity of the effectiveness level of talent assessment methods. It is definitely biased to select top managers only through general cognitive ability tests, and the combination of various methods can improve the effectiveness of talent evaluation. For example, when selecting senior managers, the poor ones are eliminated through general cognitive ability tests, and the best ones are selected through structured interviews and evaluation center technology. When selecting test data, you can use "one vote veto, multiple votes support" or "weighted average system".

Second, the people-oriented principle:

The people-oriented principle emphasizes: the display of employees' potential and value, the cultivation and development of employees, the coordination and unity of organizational goals and personal goals, and respect for individual choices and rights.

The basic assumptions of the people-oriented principle are:

1, people's needs are rich and varied, including physical and material needs, social communication and cooperation needs, and the need to show their abilities. Therefore, talent evaluation is both a science and an art.

2. People have great potential, which can be turned into abilities through training, and abilities can be turned into realistic work performance through team organization.

3. People's abilities are different, both in level and tendency. Therefore, management measures that respect individual differences (such as selecting people according to their positions and teaching students in accordance with their aptitude). ) are all suitable.

4. Individuals have the right and freedom to choose.

The main content of the people-oriented principle has been recognized by the management community. If we deviate from these principles, it will be difficult to ensure the realization of the effect of talent evaluation in content and procedure. In the process of testing, we should respect individual differences and rights; After the exam, we should pay attention to personnel training and vocational guidance to promote the development of individuals and organizations. Talent evaluation is to rationally allocate talents, not just "checkpoints"; Talent evaluation is to make people have proper and reasonable self-confidence, and to cultivate and develop people's self-confidence, instead of deliberately attacking people's self-confidence and not advocating empty self-confidence.

Third, the principle of contingency:

Contingency principle emphasizes the influence of situational factors on talent evaluation and the unfavorable conditions for effective talent evaluation.

Team organization is a developed and open organization, which will change with the changes of time, space, tasks, culture and people, so it is definitely not feasible to formulate a set of talent evaluation problems suitable for all organizations. In other words, contingency theory emphasizes that talent evaluation should change with the situation, where "situation" includes situation and time.

The content of contingency principle is:

1, people are very different and plastic, so it is definitely not feasible to test all individuals with a talent evaluation model.

2. The influence of position on talent evaluation is very great, and it is definitely not feasible to ignore the influence of situational factors on talent evaluation.

Although talent evaluation technology can effectively reduce human errors and recruitment costs, it cannot be the only decisive basis in the recruitment process. As long as the error of talent evaluation cannot be eliminated, interview is still essential. Therefore, there is no best talent evaluation content under any circumstances, only talent evaluation content that matches the situation; There is no efficient talent evaluation method under any circumstances, only the talent evaluation method suitable for the situation.