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Talent Performance & Potential Criteria It focuses on identifying high performing/high potential employees’ position on the Talent Pipeline Map. It also gives a reference and guideline to identifying low performers. Marginal Performers Either just meeting objectives or too often missing objectives Under Performers Current performance reflects an urgent and significant need for improvement Incompatible Values Current behaviour reflects a need to fundamentally and urgently change their approach to working High Performers “ At Level ” or with Potential Effective Performers Sustained Effective Performers Note: Performance must be high or better before Potential is considered relevant Future Leaders + Professionals Highest Performers with Potential Sustained highest performers currently have the potential to move higher (one or more levels) within 3 years Current Leaders + Professionals Highest Performers “ At Level ” Sustained highest performers who we currently believe will most likely remain at their current level over the next 3 years “ Manage and Resolve “ Engage and Develop “ Retain and Grow” Sustained Lowest Performers Sustained Highest Performers 20
Approach 3(ii) Administering the Assessment a. About Assessment Centre There are a number of assessment methods to identify or assess the potential candidates once a pool of potential talents is finalised, as illustrated by the table below: • ‘Assessment Centre’ (AC) is a method of assessment that assesses thinking, behaviours, skills and potential of individuals through scenario-based simulations exercises and tests. • AC is built around a leadership and behavioural competency model designed to identify essential skills necessary for effective leadership and role fulfilment. They contain a broad range of non-threatening assessment techniques to promote willing participation. • The objective of the AC is to identify employee’s potential by assessing their behavioural competencies. As such, the design of the AC has to be effective to ensure successors and high potential leaders can be identified. • The findings from the AC shall highlight each incumbent’s competency gap and lead to the application of the appropriate Individual Development Plan to accelerate his or her advancement. More importantly, the information will provide the CHCD valuable insights to determine pipeline of successors and their readiness to assume higher position. • A combination of different methods shall be used to identify Naza World Group’s talent pool. Method Competency -based Interview Individual activity Psychometric profiling Group activity Role play Paired activity Presentation Objective Assess leadership capabilities, performance track record, and job fit A written activity with a series of scenario which requires the participants to read and respond individually Measure personality and leadership style and interpersonal needs Facilitated group discussion of a leader’s demonstrated capabilities, predicted potential and development requirements G a t h e r m u l t i p l e p e r s p e c t i v e s f r o m knowledgeable sources on leadership behaviour and job-related competencies Participants are required to work in pairs to respond to a business scenario Participants are required to review a case study or scenario and present the information required to the group 21
Page 1 and 2: Naza World Group’s SUCCESSION PLA
Page 3 and 4: “Today we operate in an environme
Page 5 and 6: “We only achieve what we do becau
Page 7 and 8: About This Guide provides a broad f
Page 9 and 10: Contents Foreword i - iv About 1 Pa
Page 11 and 12: Our Talent Management Strategy comp
Page 13 and 14: 2 Succession Planning SUCCESSION PL
Page 15 and 16: Key Elements of Naza World Group’
Page 17 and 18: Naza World Group’s Succession Pla
Page 19 and 20: Succession Planning Process The suc
Page 21 and 22: Step I: Identifying the Critical Po
Page 23 and 24: II Profiling of Critical Positions
Page 25 and 26: III Identifying the Talent Pool SUC
Page 27: ck on d top m t roval uence d 5 App
Page 31 and 32: IV Creating a Succession Plan SUCCE
Page 33 and 34: 3 Talent Development SUCCESSION PLA
Page 35 and 36: Development Plans for Identified Ta
Page 37 and 38: Purpose The final step in the succe
Page 39 and 40: The Succession Management process i
Page 41 and 42: 5 Appendix SUCCESSION PLANNING & TA
Page 44: For further information refer to: G

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