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Presentation by: Francois Bester [email protected]@besters.org
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Strategy alignment, by itself, is a strategic issue.
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PC = politically correct naturally identifying and developing perceived talenthas connotations with discrimination.
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KSA = knowledge, skill & ability (often USA)
KSA = knowledge, skill & attitude
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Seeing potential: You may identify talent, but how much is there? This is whenthe process becomes more challenging.
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Because potential assessment is a fairly sophisticated affair, it is controlled(even hi-jacked) by professionals who are in tight competition to earn a
return on their research investment. This is however, no reason to fall forfast-talking salesmen.
For instance, the SouthAfrican law requires situation-specific assessment:Psychological testing and other similar assessments of an employee areprohibited unless the test or assessment being used-
a) Has been scientifically shown to be valid and reliable;
b) Can be applied fairly to all employees;
c) Is not biased against any employee or group.
Employment EquityAct (Act No. 55 of 1998)
This standard goes beyond normal validity and reliability testing to fairnesstesting and bias testing. Both can be addressed by developing locallyrelevant tests and/or develop organisational norms and standards for atest. Something that is within the grasp ofHR practitioners throughstatistical programmes built into some electronic test batteries, such as
Speex (see http://www.psisystems.co.za/).
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As a parting challenge, if we are more careful about the situation relevance ofour assessment activities, what about situational relevant development
activities, are we wasting precious resources because we adopt concepts andmethods that do not align with our context. Is being trained in the same thingsand in the same way as billions others really the key to our organisationscompetitive advantage?
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A task is an assignment to produce a specific output (valued goal), usingallocated resources within specific limits (including a targeted completion time).
Consider the work of Elliot Jaques in this regard a Google search will offersplendid resources just dont become dogmatic about anything its not areligion.
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The difference between the decision-making outcome at the bottom of the listand the one at the top us probably common sense. However, beware a
simplistic view. To distinguish between the decision-making required forconsecutive outcomes requires more than a cursory glance or a jump toconclusions. This is where the performance (both individual andorganisational) is jeopardised.
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