Talent Assessment

Before the decision to promote or keep someone, not after the damage. A promotion made on a strong record in a different job is paid for twice: once in the result the new role does not produce, and again in the team that learns what the company rewards. Talent Assessment reads whether the person is ready for the job rather than for the title.

One of three: now, now with support, or not yet. A Talent Assessment recommendation comes with what to develop first, what the alternative would cost you, and the evidence behind each conclusion with its quality stated. It is built on tests and a one-to-one interview with a psychologist, and it stays in the person's profile for the next decision about them.

Because capability and willingness explain most failures, and values explain the rest: a person who can and will, but cannot do it the way your company does it. Values are read against your company's own declared values, not a generic benchmark. A company that has never said out loud what it expects learns something about itself before it learns anything about the person.

Then the assessment tells you what to support. Written before the decision, a Talent Assessment gives you a record of what was known at the time and a list of what to support if you promote anyway. It also says what would have to be true for the person to be ready, and what that would take.

Yes, because each reading keeps what it rested on. Most senior promotion and retention decisions rest on what a manager remembers, and the first time one is questioned, by a board, an investor, a regulator or the person themselves, the absence of a record is the whole problem. A Talent Assessment leaves that record, so the decision can be explained long after the conversation is forgotten.