In most organisations that utilise psychometric data as part of the hiring process, the data is only used for selection purposes.

Taking into account that assessments are often relatively expensive and that results are still valid after the individual has joined the organisation, it seems like a waste to not reuse the data for other purposes, both individual and organisational-wide.

We believe in having an integrated assessment strategy in place to ensure effective use of data across the entire value chain for the specific purposes of selection, development and succession planning.

The first aspect that should be in place is agreed-upon, standardised assessment batteries mapped for different occupational levels. This will enable an easy comparison across individuals at the same level, which would make, for example, succession management simpler.

The data will be used differently, depending on the intentions of the situation.

  1. Selection: To determine which candidates will be a good fit for specific roles in an organisation.
  2. Development: To establish targeted, relevant individual training and development requirements, while providing candidates with a greater appreciation of their needs. This would result in, for example, personal development plans.
  3. Succession Planning: To identify potential early in one’s career, to optimise talent and to develop growth opportunities as soon as possible. This would result in, for example, a 9-Box Talent Matrix with differentiated strategies.

The above refers to using assessment results to inform decisions regarding individuals. Another way assessment data can be used is to assess the effectiveness of organisational processes, such as hiring and employee development.

This need not be complicated. Below are the following analyses a large global company conducted, using a simple spreadsheet. 

  1. Comparison of the average competency ratings of new hires with those of current employees;
  2. Comparison of the qualities distinguishing high-potentials with those actually being promoted; and
  3. Comparison of the actual strengths of members of groups to those needed to fulfil strategic goals.

This enabled this organisation to transform its selection processes.

Making use of assessment data, beyond the selection process, can enhance an organisation’s talent intelligence by providing analytical insights.


Kinley, N. & Ben-Hur, S. (2013). Turn Talent Data into Real Information. Harvard Business Review. Retrieved from

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