Assessing Managerial Potential

The most effective psychological screening
approach for talent assessment and management

Selecting, promoting, training, succession planning at Trainee /Jr. / Middle Management


Innovative, much different and more effective, to enrich your interviews with more relevant and objective data for better talent assessment and management

Any attempt to assess or predict managerial success assumes that we know what accounts for or leads to success on managerial positions, so that we could measure it directly. However, the debate on what are the qualities of successful managers is century old and it would probably continue to rage for long. This perhaps is the reason why so many psychological tests have not delivered. What attributes are then measured here and how these tests are better predictors of job success?


How does this compare and score over other psychological testing approaches?

Most psychometric tests measure some psychological traits which are somehow believed to be related to the attributes of successful managers, or their relationship (correlations) with job performance is too low. For instance they would measure level of anxiety (good, if it’s medium, bad if high; though relationship in fact is more complex); or extraversion for sales position. (Prof, H. J Eysench of London Univ did research that proved that successful salesmen were not extrovert). The approach used here directly measures those attributes that are unquestionably related to performance, since they have been derived from the very definition and concept of managerial job or success. Examples. One of the tests included here is ‘Achievement and Results Orientation’, the rationale or importance of the concern for end-results can not be questioned since this very attribute differentiates the job of a manager from say the job of teacher or of scientist, or differentiates successful manager form not so successful. Another test: any manager or a sales person needs Social Skills which are required to act appropriately in social situations, and not clumsily which would put off people. Hence Social Intelligence / skills are a part of this battery of tests. So with the other attributes tested which are so directly related to managerial performance that one is not required to accept doubtful assumptions of relationships between them and job success.

In case of this approach, the doubts about the relevance of what is assessed does not even arise, as for instance the importance of result -orientation or fire in belly (or being a team-mate measured directly though in disguise) for managerial success is never doubted

Two, while many approaches cover intellectual abilities in a major way, it is now widely accepted that what determines success, indicated by promotions and the tenure, is not the level of intelligence, but the ability to get on with people (measured here by Social Intelligence and Trust-worthiness) and certain orientations, like being open minded than dogmatic, and focus on end-results rather than on systems merely, etc.

Three, tests are scientifically developed, tested, and well tried out in industry and have proved their validity. (The Validity of these tests has been established by techniques like ‘Inter-Item Analysis’ and scores of ‘Contrast Groups’. They have been further validated by client companies by comparing test scores with actual performance ranking by direct superiors in the organisation)

The total time taken to administer on any number, is about half an hour. Results ready on same / next day.


For Sales Positions: Only 2 tests, of 10 minutes duration, are used: Social Intelligence, to assess social skills for selling; Achievement and Results Orientation, to determine ‘fire-in-the-belly’ – of sales executive

These tests can be used as sufficient in themselves, or added to the existing testing procedure in the organisations to significantly enhance the validity of the selection at very small cost.

At what stage of selection process to use tests? And how to get most of the personal interview?

Psychological tests should always be used before the interviews, to make the interviews more productive and get directions by probing into the strengths and weaknesses identified by tests.

Client’s options: Client either buys out and uses whenever he needs (outright sell) or invites consultants who could charge on each occasion separately, based on number of people tested. (Outright buy is obviously economical for the organisations who recruit frequently) In former case, half – day, or 4 /5 hours training is all that’s required to train few people in organisation to administer, interpret and prepare psychographic profiles. A short manual outlining correct use of tests is presented for future use

Categories of employees covered:

The battery of assessment tests has a wide usage in field of Talent Management, and these various ways are covered during training session with the executives of the client who buys it outright. For the purpose of selection, tests should be used to select the best among applicants for Jr / middle manag; Manag / Engg / IT Trainees, BPOs, and of course sales personnel in all sectors. Tests are used for multiple applications, including objectifying the promotion from within, and succession planning, and various other purposes. Highly recommended for recruiting graduates from IIT / IIM campuses, whose intellectual abilities have been pre-tested, but not the more important non-intellectual variables that predict corporate success

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