Untitled - Saigontre

212 A SSESSING THE P RESENT AND THE F UTURE
Exhibit 9-5. (continued)
Step 7 Develop a ‘‘matrix’’ on a sheet of paper that
Construct a ‘‘futureganized
by category and arranged from easi-
depicts future-oriented tasks and activities ororiented
task and activity’’
matrix.
est to most difficult to learn.
Step 8 Review each task/activity on the matrix and
Examine the appropriate
ask group members to identify appropriate
‘‘affective domain’’ isthat
are properly associated with each task/
competencies/feelings/value orientations
sues for each futureactivity.
oriented task and activity
statement.
Step 9 Review each task/activity on the matrix and
Examine appropriate perways
to measure/assess/appraise perform-
ask group members to identify appropriate
formance standards for
each future-oriented task ance relative to the future-oriented task or ac-
and activity statement on tivity.
the matrix.
Step 10 Use the results of the rapid results assessment
Establish procedures by
to position succession planning on a futurewhich
to use the matrix for oriented, rather than present- or past-
selecting, appraising, assessing
potential, and
oriented, footing.
other important activities.
ship positions (it has been estimated) would not be filled by present incumbents
if decision-makers had it to do over again. 11
What Is Individual Potential Assessment?
Individual potential assessment is a systematic process of examining individuals’
possibilities for job change or movement. It is usually associated with determining
whether individuals ‘‘have what it takes’’ to advance to positions of
greater management responsibility or positions demanding greater technical
knowledge. It should be linked to—and serve as one basis for determining—
employee training, education, and development activities, which (collectively)