As the workplaces evolve, employees are charged with learning new skills and learning to be efficient and proficient in all areas across the company. Workplace efficiency can mean undertaking two roles at the same time or expanding an individual’s role to prevent hiring in the future. Organization must endure that their employees are well prepared to execute the business strategies. This requires different talents. For an organization to maneuver the ever-changing markets, it requires to maintain its talents. This involves identifying gaps in talent and filling them. Several strategies are used to identify talent gaps.

One of the strategies is for an organization to list the roles within an organization and then list the skills needed for each role. This will help identify which skills are missing in the organization (Silzer & Dowell, 2010). Conducting a survey of the workforce and compiling the results can also help identify gaps in talent. Another major strategy is to understand the needs of the organization. Once an organization sets its objectives, it will have to decide on the direction to take which will involve identifying the required skills, this way; the organization will be able to identify the talent gaps.

Multisource assessments is a good method for recognizing talent gaps in that it provides a series of information from managers and other talents directly. Once assessment is collected from different sources, it is easy to compare and get the big picture of the performance.

Managers, supervisors, peers, and employees are better suited to identify talent gaps in that they interact with each other daily and understand the needs of an organization. Outside players do not really understand the needs of the organization better than the inside players. In addition, when this method is used indentifying talent gaps, it also improves the communication in an organization. Communication is very vital in managing successful talent. In addition, multisource assessments help the current talent gets a chance to have a fair feedback of talent. Talent evaluation can also be done thorough tests such as the personality test and IQ test. These are written tests that help identify the capability of an employee. As opposed to multisource assessments, assessment in this case is based on the results of the test.

This method is advantageous in that the employer gets to know the personality and IQ of the employee before hand as opposed to waiting for assessment from managers. However, it offers room for cheating in that on is can get the test before hand, which will lead to a wrong assessment (Davis, 2007). In addition, tests are more of a personal assessment while multisource is assessment from another person.

For multisource assessments, the talent gets a chance to hear the feedback as opposed to personality tests. For multisource assessments, talents gets to hear feedback from superiors and how they can improve on talent as opposed to tests where one gets no feedback (Personality tests, 2013). In addition, personality tests do not identify activities that one can engage in to maximize on ones strengths and improve on weakness. However, when both the methods are used, it is beneficial to the organization and the talent. Both methods complement each other.

Reference

Silzer, R., & Dowell, B. E. (Eds.).(2010)(pp.485). Strategy-driven talent management: A leadership imperative. San Francisco, CA: Jossey-Bass.

Davis, T. (2007). Talent assessment: A new strategy for talent management. Gower Publishing, Ltd..

Personality tests. (2013). In opm.gov. Retrieved June 7, 2013, from http://www.opm.gov/policy-data-oversight/assessment-and-selection/other-assessment-methods/personality-tests/

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