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WHAT IS CURRENT POTENTIAL CAPABILITY

• It is the highest level-of-work an individual is capable of performing satisfactorily at the present stage in his or her career,

under the conditions of:

• possessing the skilled knowledge required by the role
• and a high degree of personal commitment with the type of work involved.

Level-of-work is determined by the relative complexity of problems inherent to work roles.

Individual potential capability is the most significant predictive variable of an individual's success in any given work role. This stems from the fact that individual potential capability, unlike other required competencies, is a given for any person at the present time. An individual whose current potential capability is below the complexity of his or her position will be unable to perform such position satisfactorily, whatever skills and degree of personal endeavor he or she tries to apply. Conversely, if his or her potential capability exceeds that of the role, he or she will tend to seek other opportunities for the full application of his or her current capability.

WHY EVALUATE INDIVIDUAL POTENTIAL CAPABILITY

The evaluation of potential capability is the primary datum for the following human resources systems:

• Internal Selection. It optimizes the selection of internal candidates for roles in the structure, whatever type of work they do and organizational unit they belong to.




• External Selection. It ensures that potential capability of new employees matches the complexity of the role they are selected to fill.




• Career Planning. It lays realistic foundations for career development plans by predicting the maturation of potential to the end of his of her working life, and therefore the future roles he or she can be trained for in the assurance of a match between potential and level-of-work.




• Identification of Key People. It helps identify internal candidates to key positions in the future.




• Succession Planning. It supports the identification of succession candidates for managerial and technical roles.




• Staff Planning. It permits the detection of strengths, surpluses and shortages in talent vis-à-vis current and future structure requirements. It identifies needs for recruitment from the labor market for long-term development.

HOW TO EVALUATE CURRENT POTENTIAL CAPABILITY

We strongly recommend the use of two different methods* for the evaluation of current potential capability: one for screening external applicants, and another one for employees currently working in the organization. Data from both methods are fully comparable across organizational units, geographical areas, countries and regions of the world.

SCREENING OF APPLICANTS FOR EMPLOYMENT

We use the Speech Analysis Method. This method:

• Objectively measures current and future potential capability of applicants for employment.




• Must be used by a specialist, either an outside consultant or a member of the organization that has been duly trained.

EVALUATION OF CURRENT EMPLOYEES

We use the Evaluation by Managerial Judgments Method. This method:

• Is based on the innate capacity of people for evaluating one's own and other people's potential in an accurate and reliable way.




• It utilizes objective references for levels-of-work, that managers acting as evaluators use for evaluating their direct and once-removed subordinates.




• It requires a specialist to set the system up and put it in action. Successively the organization's own people operate the system.

* Why use two different methods to evaluate potential capability?


More information on the Speech Analysis Method.
More information on the Evaluation by Managerial Judgments Method.