Talent science has been around for nearly 10 decades: Starting in the 1920s, psychologists studied talent and began developing models of behavior and motivation. These assessments include tests you’ve probably heard of—Myers Briggs Type Indicator and DISC (behavioral styles based on dominance, influence, steadiness, and compliance), as well as assessments for personal interests, attitudes, and values (currently referred to as workplace motivators).
It wasn’t until the ’80s that talent science saw a real boom in popularity and a plethora of new psychological models were created. Assessment options became mainstream as the benefits of talent science were more fully communicated and understood by company leaders and HR departments.
Today, there is a profound new area of study in the talent science arena. We now are exploring how neuroscience can help understand cognitive biases and how this can reveal potential for individuals, teams, and organizations. The nexus of psychology and science is one of the developments that offers new insights, and is a potential game-changer when it comes to talent management and development.
Ron J. Bonnstetter, Ph.D., the executive director at the Applied Cognitive Research Lab at Target Training International (TTI), partnered with BrainMaster Technologies to open up new insights into subconscious biases, which neuroscientists agree represents more than 90 percent of all decision-making. Dr. Bonnstetter’s work includes the first neurological validation of self-assessment instruments.
Using self-assessment concepts combined with subconscious brain measurements, Dr. Bonnstetter has been able to demonstrate how the hard-science data corresponds with assessment results. The research essentially is mapping the brain to help us better understand and coach employees. It gives a much greater degree of confidence using the psychological models available in the talent management continuum. This study not only substantiates TTI’s assessments, but it also allows for new opportunities to emerge in the science of talent.
For instance, an LPGA tour pro participated in the research, and during testing she had a strong negative response to a particular part of her game. As a result of making this subconscious response visible through brain measurements, she was able to address and change her reaction through mindset conditioning, thus improving her game. The prescriptive opportunities for both positive and negative responses in the workplace are limitless.
Maximizing Potential
With these exciting advances, it’s important to ensure that you are using talent science to its full potential within your organization. Here are a few ways to do that:
Find the right talent-profiling tools: It is critical to begin with the realization that not all talent-profiling tools are equal. The necessary methodologies for validation, reliability, and fairness are available today, but not always utilized. There are many reasons why: Some talent-profiling companies don’t have the ability or desire to perform scientific validations, for example. And some companies do this work so infrequently that they may still be depending on validation studies completed more than 20 years ago.
Start by developing a broad understanding of the talent profiling tools that are available. To ascertain the strength of individual tools, users should request comprehensive validation and adverse impact studies from their vendors—both for effectiveness and to stay within regulatory guidelines.
Use a variety of tools: Companies will find that there are many options when it comes to assessments, and there is increasing evidence that one talent-profiling tool is not enough. A study of serial entrepreneurs reported in Harvard Business Review revealed that only 60 percent of them shared similar behavioral traits, and only 59 percent shared similar motivational traits. Yet when three instruments were used—behavioral style, motivators, and soft skills—more than 90 percent of the entrepreneurs shared the same traits.
Multiple assessments help to gain new insights into the multifaceted nature of individuals. By utilizing a variety of profiling models, results can be cross-referenced and verified, and valuable insights gained. For instance, we use five different sciences in our work around selection, development, performance and succession:
- Behavioral styles
- Workplace motivators
- Acumen capacities
- Emotional intelligence
- Leadership skills mastery
Do a better job of matching the person to the position: In addition to using multiple profiling tools, there are also instruments that help us understand the ideal talent patterns for certain jobs. By comparing an individual’s talent pattern to the ideal for a job, there can be significant advantages in hiring, not to mention the cost savings of hiring the right person for the job to begin with. This opens up substantial insights and strategies when it comes to hiring, promotion, and coaching for success—both for the company and employees.
Talent often has been described through the filters of experience, education, credentials, and performance. Of course, all of these are valid. However, thought leaders are beginning to understand the importance of future potential, realizing that it is not always revealed through past events alone. The power of determining future potential using assessment tools unleashes a whole new way of thinking and operating when it comes to hiring.
Customize training programs based on results: Over the last few decades, new tools have been developed to help companies accurately blueprint jobs. These tools give us tremendous insights into the design, implementation, and measurement of training, with an eye toward maximum ROI. Because companies now can understand the job and their people more deeply, they can customize training programs for optimal impact.
We worked with one sales organization using talent science to develop job profiles that were unique not only to their industry, but also to their culture. This profiling resulted in year-over-year growth of 30 percent for a decade, while their industry was growing only by single digits during the same timeframe. The profile we developed initially was used for hiring, but now continues to influence training and professional development planning within the organization.
Amidst all the noise about talent science, the clear call is for a specific definition of talent management and development within your organization. Customization is the key to using the science of talent to gain a competitive and strategic advantage.
Ron Price is an international business advisor, executive coach, and speaker. He is the author of five books, including, “The Complete Leader: Everything You Need to Become a High-Performing Leader,” which inspired a leadership development program of the same name (www.thecompleteleader.org). He is also CEO of global leadership performance firm Price Associates (www.price-associates.com).
