Undiscovered abilities.
You know what the person is doing now, but not everything they could contribute in another context.
TALENT OPTIMISATION.
The talent you need
may already be on your team.
Connect people’s capabilities with their roles
and the culture your organisation needs.
Use evidence to guide development, internal moves
and new responsibilities within your team.
Person, position, and culture
Explanatory conclusions
Development with a clear direction
THE CHALLENGE
Today’s performance
only tells part of the story.
A good track record can mask abilities that haven't yet been utilized. It can also lead to assuming that a different responsibility has been prepared for.
Understanding the person in relation to their work and the company culture allows for more informed exploration of options and preparation for the support needed at each stage.
Changes without a reference point.
A new responsibility is introduced without clarifying what it requires or what needs to be compared.
Training without a clear focus.
Investment in learning without relating it to the needs of the job and the individual.
HOW WE UNDERSTAND TALENT
Three perspectives.
One picture in context.
Skills become meaningful when they are related to the work and the organisation in which they need to be applied.
CULTURE
How the organisation needs to operate
Cultural DNA defines the reference values and working methods that should accompany the strategy. This is a requirement and part of the Talent Optimisation process.
What culture should accompany the next stage?
POSITION
What the job requires
The job analysis defines its contribution, responsibilities, decision-making, and capabilities. It allows for interpreting the person in relation to explicit requirements.
What can it contribute, and what does it need to do so?
INDIVIDUAL
What can each individual contribute?
We relate relevant experience, preferences, and evaluations. We identify strengths, areas that require attention, and opportunities that are worth exploring.
What do we know, and what do we need to verify?
The data requires interpretation.
AI helps to structure and relate information. Professional review provides context, explains the conclusions, and makes the questions that still need answers visible.
What information are we linking together?
Personal information
- Career and Experience
- Professional preferences
- Evaluated traits and abilities
- Relevant knowledge
Contextual references
- Responsibilities and achievements
- Autonomy and relationships
- Skills required for the role
- Company culture and priorities
Reading to advance
- Strengths and potential contributions
- Areas that require clarification
- Support and conditions needed
- Development priorities
The stated career path, the results of an evaluation, and observed performance are distinct sources. The analysis preserves this distinction when explaining its conclusions.
WHAT YOU RECEIVE
Understand the fit.
Agree the next step.
An individual report with a clear explanation, its basis, and a development proposal. Explore what each part contributes.
ESFERICALTALENT OPTIMISATION.
EXAMPLE: NEW RESPONSIBILITIES
A clear explanation
01
Build onReported experience of coordinating tasks.
02
ExploreHow the person sets priorities when demands compete.
03
PrepareA clearly defined responsibility, with support and review.
The essentials, with their justifications.
A summary that relates the individual's information to the role and the organisation. It explains the strengths, the areas that require attention, and the proposed direction.
- Conclusions based on available information.
- Strengths and areas to explore further.
- Conditions and questions for the next step.
It helps you prepare a specific conversation about contribution and development.
Let's define what your team needsThe report is tailored to the sources, findings, and agreed scope. Proposals are reviewed with the individual and their relevant stakeholders before any decisions or commitments are made.
HOW WE WORK WITH YOU
From understanding the person
to choosing a meaningful next step.
Understand what someone contributes.
Prepare for their next step.
The conversation connects the conclusions with the individual's expectations and the organisation's realistic possibilities.
We agree on the challenge and the criteria.
We agree the objective, participants and roles. We review Cultural DNA and the job definitions, then agree how to fill any gaps.
We gather the evidence that matters.
We bring together career history, preferences and assessments selected for the objective. We agree who takes part, how confidentiality works and how the results will be used.
We apply professional judgement to the findings.
We consider the person, the role and the culture together. We explain strengths and differences, identify the sources behind each finding and flag what needs further clarification.
We share findings and agree priorities.
We present the report and discuss its conclusions with you. We identify priorities, support and criteria for follow-up so that we can agree the next steps.
WHAT IS IT FOR?
See the possibilities.
Prepare for the decision.
A foundation for better leveraging internal talent and guiding investment in its development.
Focused development
When you want to prioritise what to learn, practice, or reinforce based on individual work and needs.
Focus training and support on prioritised areas.
Internal mobility
When you explore whether someone's skills and preferences can be valuable in another role.
Evaluate options and conditions before proposing a change.
Transformation and new challenges
When the business evolves and you need to understand how the team can contribute to the new demands.
Clarify responsibilities and support for the next stage.
THE FOUNDATION OF THE PROCESS
To assess fit,
first define the role.
Cultural DNA and Job Analysis form the basis of Talent Optimisation. They allow you to interpret information about individuals in relation to a specific way of working and concrete requirements.
If you already have these analyses, we review their validity and scope. If anything is missing, we agree on how to complete it.
Cultural DNA
The culture that exists and the culture that the strategy needs. A shared reference point for interpreting values in context.
Understand Cultural DNAJob Analysis
The contributions, responsibilities, and capabilities required by the work. Clear expectations before evaluation.
Understand Job AnalysisBEFORE WE BEGIN
Questions
you may have.
A clear scope for working with confidence.
Do we need to conduct a Cultural DNA and Job Analysis first?
These are the key elements of the process. Cultural DNA is a requirement and part of Talent Optimisation; the role must have a sufficient definition to interpret its requirements. If you already have these analyses, we will review their validity and scope. If any references are missing, we will agree on how to complete them within the project.
Is this the same as a performance review?
A performance review examines results and behaviours over a period. Talent Optimisation links career history, preferences, and evaluations with the role and culture to guide development and mobility. Documented performance can provide context, but a good current performance does not automatically demonstrate readiness for another responsibility.
What assessments are used?
They are selected based on the objective and the position. GPI psychometrics can provide information about traits, cognitive abilities, interests, and values, as well as the person's background and preferences. Relevant professional knowledge and evidence are incorporated according to the scope and available information.
Does it help to assess a promotion or a change of position?
It provides a basis for studying these possibilities: what fit is observed, what information is missing, and what support might be needed. The feasibility is compared with the requirements of the position, the person's preferences, and the organisation's needs. The decision lies with the responsible parties; the report does not assign positions or automatically determine a promotion.
How does the person participate?
Provide information about their background, preferences, and expectations, and participate in the agreed-upon evaluations. The feedback allows for discussion of the conclusions, comparison of their understanding, and preparation of development priorities. The goal is for the next steps to be clear and achievable with her.
Who accesses the results?
Before starting, the purpose, the information to be collected, the participants in the feedback, and who can access the report are defined. Individual results require confidential handling and consistent use in accordance with the agreed-upon purpose. The cultural context is interpreted separately from the results of each individual.
Does it include training, mentoring, or coaching?
The report proposes priorities and support for development. The implementation of training, mentoring, or coaching is defined separately within the scope of the project: content, responsible parties, time commitment, and follow-up. This clarifies what is delivered with the analysis and what support is contracted afterward.
Can we start with a team or with a few individuals?
Yes. We can define the project scope to a team, a group of positions, or individuals with a specific challenge. The number of participants, available resources, and necessary assessments determine the scope. We will present a concrete proposal with deliverables, participation, schedule, and investment before starting.
LET'S START WITH YOUR TEAM.
Let’s talk about the talent
your next chapter calls for.
Tell us what you want to understand or what change you’re preparing for.
We’ll propose an approach to your team’s development.
Goal and participantsReferences and evaluationsDeliverables and investment
Requesting a talent proposalAn initial, confidential, and non-binding conversation.