Managment and Leadership Hi-Potential Identification

Identifying high performers among the First Time Managers and Seasoned Managers.

Industry/Use Case

    About

    • Indian bio-pharamaceutical company, manufacturing generic active pharmaceutical ingredients that are sold over 120 countries across the globe.
    • The company was looking at bringing in top-of-the-line innovation in their employee development interventions in order to identify high performers among the First Time Managers and Seasoned Managers.

    Problem

    • Lack of standardized process to evaluate employee performance and thereby identifying High performers posed as the most prominent challenge for the organization.
    • The company was looking for an objective and unbiased tool that could help them with identification of high potential employee
    • They were also looking at defining the competency framework along with Mettl experts across different hierarchical levels.

    Solution

    • In order to develop a competency framework Mettl team conducted in depth Interviews and FGDs with Top Management to understand expectations from hi-potentials at each level.
    • After the sensing exercise, Mettl experts curated custom assessment batteries (Mettl Personality Profiler, Mettl Cognitive Assessment Battery) aligned to the competency framework for each target group to be rolled out in two phases.
    • Results of Phase I (80+ employees), were used to establish predictive validation and benchmarks. Based on the correlation analysis of assessment data and on-the-job performance, critical competencies were identified; and recommendation logic was modified accordingly. This was duly implemented for subsequent phases (220 + employees) as well.

    Verdict

    • The exercise provided Biocon an objective means of evaluating their existing pool of high performers and evaluating them for future growth prospects using unbiased data.
    • Based on the success of Phase one and two, the company is all set to launch the assessment to a wider batch of employees, ensuring this becomes a standard process for such initiatives across Business Units and levels.
    • Through the entire exercise, the company was able to identify future prospective leaders within a short span of time.

     

     

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