Identifying People’s Potential

Discovering and developing people with the greatest talent and potential is one of a leader’s biggest responsibilities.

But how can you be sure that you have the right people? How can you predict who will be capable of succeeding in a series of ever more demanding jobs, and who is just an excellent performer who might not be able to cope with the next job up?

That is why we designed the Solomon Process.

Solomon is a structured process that enables managers to evaluate people against those  factors that research has shown to be the most important markers of potential.

Solomon evaluations help to distinguish those people who have the ability to succeed in bigger jobs,  and those valued team members who will keep on contributing at their current level.

Solomon can also hep to identify those who may, in the longer term, have difficulty in keeping up with the pace of change and who may need to think about what their best future direction may be.

The Solomon process delivers the following benefits to organisations:

  • the right people in the right jobs, now and in future
  • robust, evidence-based decisions made by consensus
  • a logical and transparent succession planning process
  • an overview of talent at different levels and in different parts of the organisation.

The features that differentiate Solomon from other potential assessment processes are:

  • Transparency. Decisions are made on the basis of strengths which can be identified and observed by people throughout the organisation
  • Ownership.  The process is run for andn with managers in the organisation;  it is not a ‘black box’ system administered by outsiders
  • Flexibility. Solomon can include both the evaluation of individuals and concrete short- and long-term development planning.  It can be used to facilitate decisions about filling particular vacancies, as well as in a regular annual process for reviewing talent across the organisation
  • Robustness. The Solomon factors are based on those characteristics that research shows have the strongest bearing on potential, but the definitions can also be customised to fit the company’s particular values and culture.