External circumstances can both reveal and extinguish a person’s potential. If an organization does not have a vision for career development, there is no point in developing internal potential. Fatigue sets in, burnout sets in, and people leave the company. Certified coach MCC ICF, author of the book “Do Like a Coach”, co-founder of “5 Prism Academy of Professional Coaching”, candidate of psychological sciences Ph.D. Olga Rybina told socialbites.ca how to help an employee reveal his potential.
“For example, a manager has been working in a company for six years and has no claims. But the management decided to change the rules of the organization: employees for more than five years can apply for leadership positions. The employee becomes interested in the offer and begins to look at what he can do to get this position, what courses he needs to take, how he can improve his qualifications. The desire for self-improvement appears. Thus, external circumstances brought to life the internal need to be a leader,” Rybina explained.
According to the expert, it is important to evaluate the potential of employees. This needs to be done in different stages.
“The first is for the manager to select a candidate for a particular position. Among the applicants, you should choose the one whose potential best suits the job responsibilities. Let’s say you need an employee in the sales department. A job seeker may be intelligent and charismatic but still be unable to identify another person’s needs. It will make a strong emotional impression on you during the interview, but will it be effective in sales? “An incorrectly selected employee will cost the company dearly in the future,” he emphasized.
The second stage is when the question arises of promoting an employee who has worked successfully in the company and completed all tasks. Again, you need to evaluate his potential, but in terms of suitability for the leadership position. It is important to compare what this position has with what qualifications the candidate must have. A good sales department employee cannot always be a good manager of this department.
The third stage is the creation of personnel reserves. Koç stated that information about the personnel is entered into the database, who has potential, for which positions and who can potentially rely on it.
There are many methods of assessing potential.
“For example, the 360 degree method allows you to see areas of development and potential opportunities. Sometimes people don’t realize its versatility and uniqueness. “External evaluation may encourage you to pay attention to a hidden talent and start developing it,” he advised.
The BasePRO survey is used to understand staff motivation, how people work in stressful situations, achieve results or, on the contrary, hinder their development. And the Hogan test will help to recognize the leader in the candidate, his style of work and his maximum effectiveness in the leadership position.
“Eysenck’s or Rehan’s personal surveys will determine the person’s temperament, sincerity, what he is working for. The observation method is one of the most reliable methods. Based on the results, the individual’s characterological characteristics and suitability for job responsibilities can be determined immediately. For example, an epileptoid personality – the person knows how to work with schemas, structures and rules. Numbers, tables etc. Suitable for positions where perfect alignment is required. But if you put a person with hysterical traits in the same job, then there will be too much noise, anger, attention-seeking, you can’t get to the point and get order. Personality typology, characteristics, strengths and weaknesses are the information that an HR manager needs in his work, because it is a powerful way to manage an employee’s potential,” Rybina concluded.
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